EXHIBIT 18

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Six SigmaFrom Wikipedia, the free encyclopedia

Six Sigma is a set of techniques and tools for process improvement. It was introduced by engineer Bill Smithwhile working at Motorola in 1986.[1][2] Jack Welch made it central to his business strategy at General Electric in1995.[3] Today, it is used in many industrial sectors.[4]

It seeks to improve the quality of the output of a process by identifying and removing the causes of defects andminimizing variability in manufacturing and business processes. It uses a set of quality management methods,mainly empirical, statistical methods, and creates a special infrastructure of people within the organization, whoare experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequenceof steps and has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs,increase customer satisfaction, and increase profits.

The term Six Sigma (capitalized because it was written that way when registered as a Motorola trademark onDecember 28, 1993) originated from terminology associated with statistical modeling of manufacturing processes.The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentageof defect­free products it creates. A six sigma process is one in which 99.99966% of all opportunities to producesome feature of a part are statistically expected to be free of defects (3.4 defective features per millionopportunities). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became aby­word for the management and engineering practices used to achieve it.

Contents

1 Doctrine2 Difference between related concepts3 Methodologies

3.1 DMAIC3.2 DMADV or DFSS3.3 Quality management tools and methods

4 Implementation roles4.1 Certification

5 Etymology of "six sigma process"6 Role of the 1.5 sigma shift

6.1 Sigma levels7 Software8 Application9 Criticism

9.1 Lack of originality9.2 Inadequate for complex manufacturing9.3 Role of consultants9.4 Potential negative effects

9.4.1 Over­reliance on statistical tools9.4.2 Stifling creativity in research environments

9.5 Lack of systematic documentation9.6 1.5 sigma shift

10 See also11 References12 Further reading

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The common Six Sigma symbol

Doctrine

Six Sigma doctrine asserts:

Continuous efforts to achieve stable and predictable process results (e.g.by reducing process variation) are of vital importance to businesssuccess.Manufacturing and business processes have characteristics that can bedefined, measured, analyzed, improved, and controlled.Achieving sustained quality improvement requires commitment fromthe entire organization, particularly from top­level management.

Features that set Six Sigma apart from previous quality­improvementinitiatives include:

A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.An increased emphasis on strong and passionate management leadership and support.A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather thanassumptions and guesswork.

The term "six sigma" comes from statistics and is used in statistical quality control, which evaluates processcapability. Originally, it referred to the ability of manufacturing processes to produce a very high proportion ofoutput within specification. Processes that operate with "six sigma quality" over the short term are assumed toproduce long­term defect levels below 3.4 defects per million opportunities (DPMO).[5][6] Six Sigma's implicitgoal is to improve all processes, but not to the 3.4 DPMO level necessarily. Organizations need to determine anappropriate sigma level for each of their most important processes and strive to achieve these. As a result of thisgoal, it is incumbent on management of the organization to prioritize areas of improvement.

"Six Sigma" was registered June 11, 1991 as U.S. Service Mark 1,647,704 (http://tarr.uspto.gov/servlet/tarr?regser=serial&entry=1647704). In 2005 Motorola attributed over US$17 billion in savings to Six Sigma.[7]

Other early adopters of Six Sigma include Honeywell (today's Honeywell is the result of a "merger of equals" ofHoneywell and Allied Signal in 1999) and General Electric, where Jack Welch introduced the method.[8] By thelate 1990s, about two­thirds of the Fortune 500 organizations had begun Six Sigma initiatives with the aim ofreducing costs and improving quality.[9]

In recent years, some practitioners have combined Six Sigma ideas with lean manufacturing to create amethodology named Lean Six Sigma.[10] The Lean Six Sigma methodology views lean manufacturing, whichaddresses process flow and waste issues, and Six Sigma, with its focus on variation and design, as complementarydisciplines aimed at promoting "business and operational excellence".[10] Companies such as GE,[11] Verizon,GENPACT, and IBM use Lean Six Sigma to focus transformation efforts not just on efficiency but also on growth.It serves as a foundation for innovation throughout the organization, from manufacturing and softwaredevelopment to sales and service delivery functions.

The International Organization for Standardization (ISO) has published in 2011 the first standard "ISO13053:2011" defining a Six Sigma process.[12] Other "standards" are created mostly by universities or companiesthat have so­called first­party certification programs for Six Sigma.

Difference between related concepts

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The five steps of DMAIC

The five steps of DMADV

Lean management and Six Sigma are two concepts which share similar methodologies and tools. Both programsare Japanese influenced, but they are two different programs. Lean management is focused on eliminating wasteand ensuring efficiency while Six Sigma's focus is on eliminating defects and reducing variability.

Methodologies

Six Sigma projects follow two project methodologies inspired by Deming's Plan­Do­Check­Act Cycle. Thesemethodologies, composed of five phases each, bear the acronyms DMAIC and DMADV.[9]

DMAIC ("duh­may­ick", /dʌ.ˈmeɪ.ɪk/) is used for projects aimed at improving an existing businessprocess.[9]DMADV ("duh­mad­vee", /dʌ.ˈmæd.vi/) is used for projects aimed at creating new product or processdesigns.[9]

DMAIC

The DMAIC project methodology has fivephases:

Define the system, the voice of thecustomer and their requirements, and theproject goals, specifically.Measure key aspects of the currentprocess and collect relevant data;calculate the 'as­is' Process Capability.Analyze the data to investigate and verifycause­and­effect relationships. Determine what the relationships are, and attempt to ensure that all factorshave been considered. Seek out root cause of the defect under investigation.Improve or optimize the current process based upon data analysis using techniques such as design ofexperiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set uppilot runs to establish process capability.Control the future state process to ensure that any deviations from the target are corrected before they resultin defects. Implement control systems such as statistical process control, production boards, visualworkplaces, and continuously monitor the process. This process is repeated until the desired quality level isobtained.

Some organizations add a Recognize step at the beginning, which is to recognize the right problem to work on,thus yielding an RDMAIC methodology.[13]

DMADV or DFSS

The DMADV project methodology, known asDFSS ("Design For Six Sigma"),[9] featuresfive phases:

Define design goals that are consistentwith customer demands and theenterprise strategy.Measure and identify CTQs(characteristics that are Critical ToQuality), measure product capabilities, production process capability, and measure risks.

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Analyze to develop and design alternativesDesign an improved alternative, best suited per analysis in the previous stepVerify the design, set up pilot runs, implement the production process and hand it over to the processowner(s).

Quality management tools and methods

Within the individual phases of a DMAIC or DMADV project, Six Sigma utilizes many established quality­management tools that are also used outside Six Sigma. The following table shows an overview of the mainmethods used.

Implementation roles

One key innovation of Six Sigma involves the absolute "professionalizing" of quality management functions. Priorto Six Sigma, quality management in practice was largely relegated to the production floor and to statisticians in aseparate quality department. Formal Six Sigma programs adopt a kind of elite ranking terminology (similar tosome martial arts systems, like Kung­Fu and Judo) to define a hierarchy (and special career path) that includes allbusiness functions and levels.

Six Sigma identifies several key roles for its successful implementation.[14]

Executive Leadership includes the CEO and other members of top management. They are responsible forsetting up a vision for Six Sigma implementation. They also empower the other role holders with thefreedom and resources to explore new ideas for breakthrough improvements by transcending departmentalbarriers and overcoming inherent resistance to change.[15]Champions take responsibility for Six Sigma implementation across the organization in an integratedmanner. The Executive Leadership draws them from upper management. Champions also act as mentors toBlack Belts.Master Black Belts, identified by Champions, act as in­house coaches on Six Sigma. They devote 100% oftheir time to Six Sigma. They assist Champions and guide Black Belts and Green Belts. Apart fromstatistical tasks, they spend their time on ensuring consistent application of Six Sigma across variousfunctions and departments.Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. Theydevote 100% of their valued time to Six Sigma. They primarily focus on Six Sigma project execution and

5 WhysStatistical and fitting tools

Analysis of varianceGeneral linear modelANOVA Gauge R&RRegression analysisCorrelationScatter diagramChi­squared test

Axiomatic designBusiness Process Mapping/Check sheetCause & effects diagram (also known as fishboneor Ishikawa diagram)Control chart/Control plan (also known as aswimlane map)/Run chartsCost­benefit analysis

CTQ treeDesign of experiments/StratificationHistograms/Pareto analysis/Pareto chartPick chart/Process capability/Rolled throughputyieldQuality Function Deployment (QFD)Quantitative marketing research through use ofEnterprise Feedback Management (EFM) systemsRoot cause analysisSIPOC analysis (Suppliers, Inputs, Process,Outputs, Customers)COPIS analysis (Customer centricversion/perspective of SIPOC)Taguchi methods/Taguchi Loss FunctionValue stream mapping

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special leadership with special tasks, whereas Champions and Master Black Belts focus on identifyingprojects/functions for Six Sigma.Green Belts are the employees who take up Six Sigma implementation along with their other jobresponsibilities, operating under the guidance of Black Belts.

Special training is needed[16] for all of these practitioners to ensure that they follow the methodology and use thedata­driven approach correctly. This training is very important.

Some organizations use additional belt colours, such as Yellow Belts, for employees that have basic training in SixSigma tools and generally participate in projects and "White belts" for those locally trained in the concepts but donot participate in the project team. "Orange belts" are also mentioned to be used for special cases.[17]

Certification

General Electric and Motorola developed certification programs as part of their Six Sigma implementation,verifying individuals' command of the Six Sigma methods at the relevant skill level (Green Belt, Black Belt etc.).Following this approach, many organizations in the 1990s started offering Six Sigma certifications to theiremployees.[9][18] Criteria for Green Belt and Black Belt certification vary; some companies simply requireparticipation in a course and a Six Sigma project.[18] There is no standard certification body, and differentcertification services are offered by various quality associations and other providers against a fee.[19][20] TheAmerican Society for Quality for example requires Black Belt applicants to pass a written exam and to provide asigned affidavit stating that they have completed two projects or one project combined with three years' practicalexperience in the body of knowledge.[18][21]

Etymology of "six sigma process"

The term "six sigma process" comes from the notion that if one has six standard deviations between the processmean and the nearest specification limit, as shown in the graph, practically no items will fail to meetspecifications.[5] This is based on the calculation method employed in process capability studies.

Capability studies measure the number of standard deviations between the process mean and the nearestspecification limit in sigma units, represented by the Greek letter σ (sigma). As process standard deviation goes up,or the mean of the process moves away from the center of the tolerance, fewer standard deviations will fit betweenthe mean and the nearest specification limit, decreasing the sigma number and increasing the likelihood of itemsoutside specification. One should also note that calculation of Sigma levels for a process data is independent of thedata being normally distributed. In one of the criticisms to Six Sigma, practitioners using this approach spend a lotof time transforming data from non­normal to normal using transformation techniques. It must be said that Sigmalevels can be determined for process data that has evidence of non­normality.[5]

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Graph of the normal distribution, which underlies the statistical assumptions of the SixSigma model. The Greek letter σ (sigma) marks the distance on the horizontal axisbetween the mean, µ, and the curve's inflection point. The greater this distance, thegreater is the spread of values encountered. For the green curve shown above, µ = 0and σ = 1. The upper and lower specification limits (USL and LSL, respectively) areat a distance of 6σ from the mean. Because of the properties of the normaldistribution, values lying that far away from the mean are extremely unlikely. Even ifthe mean were to move right or left by 1.5σ at some point in the future (1.5 sigmashift, coloured red and blue), there is still a good safety cushion. This is why SixSigma aims to have processes where the mean is at least 6σ away from the nearestspecification limit.

Role of the 1.5 sigma shift

Experience has shown that processes usually do not perform as well in the long term as they do in the short term.[5]As a result, the number of sigmas that will fit between the process mean and the nearest specification limit maywell drop over time, compared to an initial short­term study.[5] To account for this real­life increase in processvariation over time, an empirically based 1.5 sigma shift is introduced into the calculation.[5][22] According to thisidea, a process that fits 6 sigma between the process mean and the nearest specification limit in a short­term studywill in the long term fit only 4.5 sigma – either because the process mean will move over time, or because thelong­term standard deviation of the process will be greater than that observed in the short term, or both.[5]

Hence the widely accepted definition of a six sigma process is a process that produces 3.4 defective parts permillion opportunities (DPMO). This is based on the fact that a process that is normally distributed will have 3.4parts per million outside the limits, when the limits are six sigma from the "original" mean of zero and the processmean is then shifted by 1.5 sigma (and therefore, the six sigma limits are no longer symmetrical about the mean).[5]The former six sigma distribution, when under the effect of the 1.5 sigma shift, is commonly referred to as a 4.5sigma process. However, it should be noted that the failure rate of a six sigma distribution with the mean shifted1.5 sigma is not equivalent to the failure rate of a 4.5 sigma process with the mean centered on zero.[5] This allowsfor the fact that special causes may result in a deterioration in process performance over time and is designed toprevent underestimation of the defect levels likely to be encountered in real­life operation.[5]

The role of the sigma shift is mainly academic. The purpose of six sigma is to generate organizational performanceimprovement. It is up to the organization to determine, based on customer expectations, what the appropriate sigmalevel of a process is. The purpose of the sigma value is as a comparative figure to determine whether a process isimproving, deteriorating, stagnant or non­competitive with others in the same business. Six sigma (3.4 DPMO) isnot the goal of all processes.

Sigma levels

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A control chart depicting a process that experienced a 1.5sigma drift in the process mean toward the upperspecification limit starting at midnight. Control charts areused to maintain 6 sigma quality by signaling when qualityprofessionals should investigate a process to find andeliminate special­cause variation.

The table below gives long­term DPMO valuescorresponding to various short­term sigmalevels.[23][24]

These figures assume that the process mean will shiftby 1.5 sigma toward the side with the criticalspecification limit. In other words, they assume thatafter the initial study determining the short­term sigmalevel, the long­term Cpk value will turn out to be 0.5less than the short­term Cpk value. So, for example, theDPMO figure given for 1 sigma assumes that the long­term process mean will be 0.5 sigma beyond thespecification limit (Cpk = –0.17), rather than 1 sigmawithin it, as it was in the short­term study (Cpk = 0.33).Note that the defect percentages indicate only defectsexceeding the specification limit to which the processmean is nearest. Defects beyond the far specificationlimit are not included in the percentages.

Sigmalevel

Sigma (with 1.5σshift) DPMO Percent

defectivePercentage

yieldShort­term

Cpk

Long­termCpk

1 −0.5 691,462 69% 31% 0.33 −0.172 0.5 308,538 31% 69% 0.67 0.173 1.5 66,807 6.7% 93.3% 1.00 0.54 2.5 6,210 0.62% 99.38% 1.33 0.835 3.5 233 0.023% 99.977% 1.67 1.176 4.5 3.4 0.00034% 99.99966% 2.00 1.57 5.5 0.019 0.0000019% 99.9999981% 2.33 1.83

Software

Application

Six Sigma mostly finds application in large organizations.[25] An important factor in the spread of Six Sigma wasGE's 1998 announcement of $350 million in savings thanks to Six Sigma, a figure that later grew to more than $1billion.[25] According to industry consultants like Thomas Pyzdek and John Kullmann, companies with fewer than500 employees are less suited to Six Sigma implementation or need to adapt the standard approach to make it workfor them.[25] Six Sigma however contains a large number of tools and techniques that work well in small to mid­size organizations. The fact that an organization is not big enough to be able to afford Black Belts does not

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diminish its abilities to make improvements using this set of tools and techniques. The infrastructure described asnecessary to support Six Sigma is a result of the size of the organization rather than a requirement of Six Sigmaitself.[25]

Criticism

Lack of originality

Quality expert Joseph M. Juran described Six Sigma as "a basic version of quality improvement", stating that"there is nothing new there. It includes what we used to call facilitators. They've adopted more flamboyant terms,like belts with different colors. I think that concept has merit to set apart, to create specialists who can be veryhelpful. Again, that's not a new idea. The American Society for Quality long ago established certificates, such asfor reliability engineers."[26]

Inadequate for complex manufacturing

Quality expert Philip B. Crosby pointed out that the Six Sigma standard doesn't go far enough[27]—customersdeserve defect­free products every time. For example, under the Six Sigma standard, semiconductors which requirethe flawless etching of millions of tiny circuits onto a single chip are all 100% unusable.[28]

Role of consultants

The use of "Black Belts" as itinerant change agents has fostered an industry of training and certification. Criticshave argued there is overselling of Six Sigma by too great a number of consulting firms, many of which claimexpertise in Six Sigma when they have only a rudimentary understanding of the tools and techniques involved orthe markets or industries in which they are acting.[29]

Potential negative effects

A Fortune article stated that "of 58 large companies that have announced Six Sigma programs, 91 percent havetrailed the S&P 500 since". The statement was attributed to "an analysis by Charles Holland of consulting firmQualpro (which espouses a competing quality­improvement process)".[30] The summary of the article is that SixSigma is effective at what it is intended to do, but that it is "narrowly designed to fix an existing process" and doesnot help in "coming up with new products or disruptive technologies."[31][32]

Over­reliance on statistical tools

A more direct criticism is the "rigid" nature of Six Sigma with its over­reliance on methods and tools. In mostcases, more attention is paid to reducing variation and searching for any significant factors and less attention ispaid to developing robustness in the first place (which can altogether eliminate the need for reducing variation).[33]The extensive reliance on significance testing and use of multiple regression techniques increases the risk ofmaking commonly unknown types of statistical errors or mistakes. A possible consequence of Six Sigma's array ofP­value misconceptions is the false belief that the probability of a conclusion being in error can be calculated fromthe data in a single experiment without reference to external evidence or the plausibility of the underlyingmechanism.[34] One of the most serious but all­too­common misuses of inferential statistics is to take a model thatwas developed through exploratory model building and subject it to the same sorts of statistical tests that are usedto validate a model that was specified in advance.[35]

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Another comment refers to the often mentioned Transfer Function, which seems to be a flawed theory if looked atin detail.[36] Since significance tests were first popularized many objections have been voiced by prominent andrespected statisticians. The volume of criticism and rebuttal has filled books with language seldom used in thescholarly debate of a dry subject.[37][38][39][40] Much of the first criticism was already published more than 40 yearsago. Refer to: Statistical hypothesis testing#Criticism for details.

Articles featuring critics have appeared in the November–December 2006 issue of USA Army Logisticianregarding Six­Sigma: "The dangers of a single paradigmatic orientation (in this case, that of technical rationality)can blind us to values associated with double­loop learning and the learning organization, organizationadaptability, workforce creativity and development, humanizing the workplace, cultural awareness, and strategymaking."[41]

Nassim Nicholas Taleb consider risk managers little more than "blind users" of statistical tools and methods.[42] Hestates that statistics is fundamentally incomplete as a field as it cannot predict the risk of rare events — somethingSix Sigma is specially concerned with. Furthermore, errors in prediction are likely to occur as a result of ignorancefor or distinction between epistemic and other uncertainties. These errors are the biggest in time variant (reliability)related failures.[43]

Stifling creativity in research environments

A BusinessWeek article says that James McNerney's introduction of Six Sigma at 3M had the effect of stiflingcreativity and reports its removal from the research function. It cites two Wharton School professors who say thatSix Sigma leads to incremental innovation at the expense of blue skies research.[44] This phenomenon is furtherexplored in the book Going Lean, which describes a related approach known as lean dynamics and provides data toshow that Ford's "6 Sigma" program did little to change its fortunes.[45]

According to an article by John Dodge, editor in chief of Design News, use of Six Sigma is inappropriate in aresearch environment. Dodge states[46] "excessive metrics, steps, measurements and Six Sigma's intense focus onreducing variability water down the discovery process. Under Six Sigma, the free­wheeling nature ofbrainstorming and the serendipitous side of discovery is stifled." He concludes "there's general agreement thatfreedom in basic or pure research is preferable while Six Sigma works best in incremental innovation when there'san expressed commercial goal."

Lack of systematic documentation

One criticism voiced by Yasar Jarrar and Andy Neely from the Cranfield School of Management's Centre forBusiness Performance is that while Six Sigma is a powerful approach, it can also unduly dominate anorganization's culture; and they add that much of the Six Sigma literature – in a remarkable way (six­sigma claimsto be evidence, scientifically based) – lacks academic rigor:

One final criticism, probably more to the Six Sigma literature than concepts, relates to the evidence forSix Sigma’s success. So far, documented case studies using the Six Sigma methods are presented asthe strongest evidence for its success. However, looking at these documented cases, and apart from afew that are detailed from the experience of leading organizations like GE and Motorola, most casesare not documented in a systemic or academic manner. In fact, the majority are case studies illustratedon websites, and are, at best, sketchy. They provide no mention of any specific Six Sigma methodsthat were used to resolve the problems. It has been argued that by relying on the Six Sigma criteria,management is lulled into the idea that something is being done about quality, whereas any resultingimprovement is accidental (Latzko 1995). Thus, when looking at the evidence put forward for Six

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Sigma success, mostly by consultants and people with vested interests, the question that begs to beasked is: are we making a true improvement with Six Sigma methods or just getting skilled at tellingstories? Everyone seems to believe that we are making true improvements, but there is some way to goto document these empirically and clarify the causal relations.

— [33]

1.5 sigma shift

The statistician Donald J. Wheeler has dismissed the 1.5 sigma shift as "goofy" because of its arbitrary nature.[47]Its universal applicability is seen as doubtful.

The 1.5 sigma shift has also become contentious because it results in stated "sigma levels" that reflect short­termrather than long­term performance: a process that has long­term defect levels corresponding to 4.5 sigmaperformance is, by Six Sigma convention, described as a "six sigma process."[5][48] The accepted Six Sigmascoring system thus cannot be equated to actual normal distribution probabilities for the stated number of standarddeviations, and this has been a key bone of contention over how Six Sigma measures are defined.[48] The fact thatit is rarely explained that a "6 sigma" process will have long­term defect rates corresponding to 4.5 sigmaperformance rather than actual 6 sigma performance has led several commentators to express the opinion that SixSigma is a confidence trick.[5]

See also

Design for Six SigmaDMAICKaizen – a philosophical focus on continuous improvement of processesLean Six SigmaLean ManufacturingManagement fadTotal productive maintenanceTotal quality managementW. Edwards Deming

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Retrieved 2007­10­15.33. "Six Sigma Friend or Foe" (PDF). Retrieved 2012­02­10.34. "Twelve P value misconceptions" (PDF).35. "important".36. "y­FX".37. Harlow, Lisa Lavoie; Stanley A. Mulaik; James H. Steiger, eds. (1997). What If There Were No Significance Tests?.

Lawrence Erlbaum Associates. ISBN 978­0­8058­2634­0.38. Morrison, Denton; Henkel, Ramon, eds. (2006) [1970]. The Significance Test Controversy. AldineTransaction. ISBN 0­

202­30879­0.39. McCloskey, Deirdre N.; Ziliak, Stephen T. (2008). The Cult of Statistical Significance: How the Standard Error Costs

Us Jobs, Justice, and Lives. University of Michigan Press. ISBN 0­472­05007­9.40. Chow, Siu L. (1997). Statistical Significance: Rationale, Validity and Utility. ISBN 0­7619­5205­5.41. Paparone, Dr. Christopher R. "Army Logistician (A Values­Based Critique of Lean and Six Sigma as a Management

Ideology)". Almc.army.mil. Retrieved 2012­02­10.42. The fourth quadrant: a map of the limits of statistics [9.15.08] Nassim Nicholas Taleb, An Edge Original Essay43. "Special Workshop on Risk Acceptance and Risk Communication" (PDF). Stanford University. 26–27 March 2007.44. Hindo, Brian (6 June 2007). "At 3M, a struggle between efficiency and creativity". Business Week. Retrieved

2007­06­06.45. Ruffa, Stephen A. (2008). Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter

Uncertainty, Drive Innovation, and Maximize Profits. AMACOM (a division of American Management Association).ISBN 0­8144­1057­X.

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46. Dodge, John (10 December 2007). "3M Shelves Six Sigma in R&D". Design News. Retrieved 2013­04­02.47. Wheeler, Donald J. (2004). The Six Sigma Practitioner's Guide to Data Analysis. SPC Press. p. 307. ISBN 978­0­

945320­62­3.48. *Pande, Peter S.; Neuman, Robert P.; Cavanagh, Roland R. (2001). The Six Sigma Way: How GE, Motorola, and Other

Top Companies are Honing Their Performance. New York: McGraw­Hill Professional. p. 229. ISBN 0­07­135806­4.

Adams, Cary W.; Gupta, Praveen; Wilson, Charles E. (2003). Six SigmaDeployment. Burlington, MA: Butterworth­Heinemann. ISBN 0­7506­7523­3. OCLC 50693105.Breyfogle, Forrest W. III (1999). Implementing Six Sigma: Smarter SolutionsUsing Statistical Methods. New York, NY: John Wiley & Sons. ISBN 0­471­26572­1. OCLC 50606471.De Feo, Joseph A.; Barnard, William (2005). JURAN Institute's Six SigmaBreakthrough and Beyond – Quality Performance Breakthrough Methods.New York, NY: McGraw­Hill Professional. ISBN 0­07­142227­7.OCLC 52937531.Hahn, G. J., Hill, W. J., Hoerl, R. W. and Zinkgraf, S. A. (1999) The Impactof Six Sigma Improvement­A Glimpse into the Future of Statistics, TheAmerican Statistician, Vol. 53, No. 3, pp. 208–215.Keller, Paul A. (2001). Six Sigma Deployment: A Guide for Implementing SixSigma in Your Organization. Tucson, AZ: Quality Publishing. ISBN 0­930011­84­8. OCLC 47942384.Pande, Peter S.; Neuman, Robert P.; Cavanagh, Roland R. (2001). The SixSigma Way: How GE, Motorola, and Other Top Companies are Honing TheirPerformance. New York, NY: McGraw­Hill Professional. ISBN 0­07­135806­4. OCLC 647006794.Pyzdek, Thomas & Paul A. Keller (2009). The Six Sigma Handbook, ThirdEdition. New York, NY: McGraw­Hill. ISBN 0­07­162338­8.OCLC 51194565.Snee, Ronald D.; Hoerl, Roger W. (2002). Leading Six Sigma: A Step­by­StepGuide Based on Experience with GE and Other Six Sigma Companies. UpperSaddle River, NJ: FT Press. ISBN 0­13­008457­3. OCLC 51048423.Taylor, Gerald (2008). Lean Six Sigma Service Excellence: A Guide to GreenBelt Certification and Bottom Line Improvement. New York, NY: J. RossPublishing. ISBN 978­1­60427­006­8. OCLC 271773742.Tennant, Geoff (2001). SIX SIGMA: SPC and TQM in Manufacturing andServices. Aldershot, UK: Gower Publishing, Ltd. ISBN 0­566­08374­4.OCLC 44391556.

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EXHIBIT 19

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Meeting the Challenges

of Global Sustainability

Cum

min

s Inc.

Su

stain

ab

ility Rep

ort 2

009 – 2

010

Cummins supports EARTH University’s mission to promote sustainable agriculture

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 2 of 117 Pg ID 1056

On the cover

Students get hands-on experience when they learn

about sustainable agriculture at EARTH University

in Costa Rica. These students are weighing beans

to determine who had the biggest yield. Students

come from all over the world to the university, which

is supported by Cummins both financially and in

employees’ time and expertise.

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1Introduction

Who we are

Vision

Making people’s lives better by unleashing

the Power of Cummins

Mission

We unleash the Power of Cummins by

Motivating people to act like owners working together.

Exceeding customer expectations by always being

the first to market with the best products.

Partnering with our customers to make sure

they succeed.

Demanding that everything we do leads to a

cleaner, healthier, safer environment.

Creating wealth for all stakeholders.

Values

What do we value?

Integrity: Strive to do what is right and do what

we say we will do

Innovation: Apply the creative ingenuity necessary

to make us better, faster, first

Deliver Superior Results:

Exceed expectations, consistently

Corporate Responsibility: Serve and improve

the communities in which we live

Diversity: Embrace the diverse perspectives of all

people and honor both with dignity and respect

Global Involvement: Seek a world view and act

without boundaries

Strategic Principles

Leverage Complementary Businesses

Cummins is a family of complementary businesses

that create value for our customers by leveraging

relationships and applying innovative technology

across business boundaries.

Increase Shareholder Value

Cummins’ financial success is measured by growth in

shareholder value. We will focus on ROE/ROANA and

Earnings growth (not revenue growth) as the principal

drivers of shareholder value.

Become the Low Cost Producer

Cummins will pursue an operational strategy of

cost leadership.

Lead in Critical Technologies

Cummins will be the market leader in technologies

most critical to our customers’ success and our

company’s performance.

Seek Profitable Growth

Cummins will seek profitable growth by leveraging our

assets and capabilities to grow in market segments

with favorable industry dynamics and where Cummins

can establish an advantage.

Create the Right Work Environment

Cummins will assure that the physical and cultural

work environment is conducive to excellent

performance and continuous improvement.

Personality

What is our personality?

I am Cummins. You can depend on me.

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2 Cummins Inc. Sustainability Report 2010

About this report

The information in this report is presented in the

spirit of the Global Reporting Initiative (GRI). The goal

of the initiative is to develop a consistent way for

companies around the world to voluntarily report on

the economic, environmental and social components

of their businesses. The GRI was started in 1997

by the Coalition for Environmentally Responsible

Economies and then became independent in 2002

and today works in collaboration with the United

Nations Environment Program and the UN Secretary-

General’s Global Compact.

Cummins takes pride in the positive impact our

people and products have on society. As a global

company, Cummins wants to make a difference

today and for future generations as well. This report

was published in July 2010 and is the Company’s

seventh annual edition.

About the cover

The cover of this year’s Sustainability Report feels

and looks different because it is made out of a blend

of banana stalk fibers and post-consumer paper at

Cummins-supported EARTH University in Costa Rica.

Typically, after the fruit is harvested the banana

stalk is disposed of in landfills or by other means.

In Costa Rica alone, hundreds of thousands of tons

of banana stalks are disposed of annually. Paper

is only one of several ways the university is putting

banana stalks to work. EARTH has also pioneered

the use of a fertilizer made from banana stalks for

fruit growers in Central America.

To learn more about EARTH University,

go to page 14.

Contacts:

Jean Blackwell

Executive Vice President – Corporate Responsibility

Chief Executive Officer, The Cummins Foundation

One American Square, Suite 1800

Indianapolis, IN 46282

Marya M. Rose

Vice President – General Counsel

One American Square, Suite 1800

Indianapolis, IN 46282

Mark D. Land

Executive Director – Corporate Communications

One American Square, Suite 1800

Indianapolis, IN 46282

Office: (317) 610-2456

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3Introduction

Introduction

Letter from the chairman . . . . . . . . . . . . . . . . . . . 04

Cummins by the numbers . . . . . . . . . . . . . . . . . . 0 6

Our commitment . . . . . . . . . . . . . . . . . . . . . . . . . 0 8

History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

EARTH University . . . . . . . . . . . . . . . . . . . . . . . . . . 1 4

Environment

Raising the stakes . . . . . . . . . . . . . . . . . . . . . . . 1 8

Environmental stewardship: Products . . . . . . . . . 2 2

India’s green ambassador . . . . . . . . . . . . . . . . . . 2 8

Environmental stewardship: Practices . . . . . . . . . 3 0

Seven ways our sites save energy . . . . . . . . . . . . 3 2

Cummins and climate change: Q&A . . . . . . . . . . 3 7

Darlington’s big year . . . . . . . . . . . . . . . . . . . . . . 3 8

Environmental stewardship: Partnerships . . . . . . 4 0

Collaborating with customers . . . . . . . . . . . . . . . 4 2

Combined heat and power . . . . . . . . . . . . . . . . . 4 3

Employee “envolvement” campaign . . . . . . . . . . 4 4

Cummins College of Engineering for Women . . . . . 4 6

Governance / Risk management

Foundation for business success . . . . . . . . . . . . 5 0

Cummins Board of Directors . . . . . . . . . . . . . . . . 5 4

Dr. Franklin Chang-Diaz . . . . . . . . . . . . . . . . . . . 5 6

Managing risks . . . . . . . . . . . . . . . . . . . . . . . . . . 58

H1N1 response . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Ithemba Institute of Technology . . . . . . . . . . . . . . . 6 2

Corporate responsibility

Building stronger communities . . . . . . . . . . . . . . 6 4

Philanthropy: A track record of commitment . . . . 68

Responding to disasters . . . . . . . . . . . . . . . . . . . 69

Rising to our environmental challenges . . . . . . . . 7 0

Corporate responsibility funding . . . . . . . . . . . . . 7 8

Courage Center . . . . . . . . . . . . . . . . . . . . . . . . . . . 82

Employee relations

Creating a safe working environment. . . . . . . . . . 84

A dramatic change for the better . . . . . . . . . . . . . 86

Cell phone use banned: driver safety. . . . . . . . . . 87

Connecting diversity to the bottom line . . . . . . . . 88

Putting diversity into action . . . . . . . . . . . . . . . . . 92

Taking diversity to the next level . . . . . . . . . . . . . 93

Company recommits to $1 billion goal . . . . . . . . 94

Smaller suppliers play critical role . . . . . . . . . . . . 97

Creating a sustainable workforce . . . . . . . . . . . . 98

LeMoyne-Owen College . . . . . . . . . . . . . . . . . . . . 1 02

Finance

Cummins remains strong in 2009 . . . . . . . . . . . 1 04

Six Sigma is 10 years old . . . . . . . . . . . . . . . . . 1 07

Our new strategic principle . . . . . . . . . . . . . . . . 1 09

Operating segments . . . . . . . . . . . . . . . . . . . . . 1 10

Table of contents

This year’s Sustainability Report celebrates Cummins’ significant Corporate Responsibility

partnerships starting on page 14 with a story about the Company’s involvement in

EARTH University. Other partnerships are profiled throughout the report.

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4 Cummins Inc. Sustainability Report 2010

Letter from the chairman

Cummins Stakeholder:

Over the past year, Cummins

has continued to focus

its efforts on keeping the

Company strong during

the global recession, which

began late in 2008.

Our work to reduce costs, align manufacturing

capacity with demand and serve customers well

when they need us the most has allowed us to meet

our goals of earning a solid profit and generating the

cash necessary to invest in critical technologies for

the future.

In these challenging economic times, I also am

pleased to say that Cummins has not lost sight of

the importance of delivering on our commitments to

customers, shareholders, employees, government

and the communities in which we operate. In fact,

the stakeholder model first introduced at Cummins

40 years ago by then-Chairman J. Irwin Miller, remains

a critical component to our long-term success.

As we look to a future that offers significant growth

prospects, our ability to create a sustainable global

organization that is responsive to the needs of our

stakeholders has never been more important. Our

response to the complex challenges facing Cummins

today is rooted in the values that define Cummins.

Acting with integrity. Doing our part to improve the

communities where we live and work. Embracing

diversity. Operating with a global vision. Striving to

always exceed the expectations of our customers.

Being first to market with innovative products

and services.

These statements represent Cummins’ core values,

and our 36,000 employees worldwide continue to

demonstrate their commitment to bringing these

words to life every day. Cummins’ seventh annual

Sustainability Report highlights the progress we

have made in the past year around these values.

As in past years, this year’s report contains a

significant emphasis on the Company’s corporate

responsibility work.

Broadly speaking, Cummins operates under the

philosophy that corporate responsibility is not simply

something that is “nice to do,” but is a way of doing

business that contributes directly to the financial health

of our company over the long-term.

Building successful, vibrant communities leads to

stronger markets for our products. Being seen as

a company that cares about all its stakeholders is

essential to our efforts to attract and retain the most

talented workers from around the world, which is

critical to the success of any global company.

In a similar fashion, part of Cummins’ Mission

demands that everything we do leads to a cleaner,

healthier, safer environment.

That commitment drives our work as a worldwide

leader in emissions technology, which provides

Cummins with a significant competitive advantage.

It also is behind ongoing efforts to reduce the

environmental impact of our facilities, strengthen

our voice in the public policy debate around issues

such as climate change and to engage our employees

on ways they can make a difference.

This year’s Sustainability Report also focuses on

the global nature of Cummins’ operations, and the

challenges and opportunities that come with doing

business in 190 countries worldwide.

More than half of Cummins’ employees work outside

the United States, and approximately 60 percent

of the Company’s revenues are generated from

international markets, which offer some of our

strongest future growth prospects.

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5Introduction

To address the global challenges we face, we must

have processes in place to ensure that our values

effectively translate across the range of cultures in

which we operate. It also is more important than

ever that we embrace and respect the diverse

perspectives of our employees and use those

differences to strengthen our business.

The global nature of our approach to sustainability

is highlighted throughout this year’s report.

Here are just a few examples:

Our “signature” Corporate Responsibility

partnership with EARTH University in Costa

Rica, which is profiled starting on page 14.

In addition to being the recipient of funds from

The Cummins Foundation, EARTH is receiving

significant help from Cummins employees across

several areas of expertise in support of its mission

to provide world-class education in sustainable

agricultural techniques. In addition, we have

included stories about other significant Corporate

Responsibility partnerships throughout the report.

Work by Cummins engineers to provide power to

a rural village in India by converting a Cummins

generator to run on vegetable oil extracted from

the inedible seeds of a local tree. The project

was one of five “President’s Award” winners in the

Company’s first-ever Environmental Challenge held

in 2009. All five projects are profiled beginning on

page 70.

The significant investment made in the Cummins

Power Generation plant in Craiova, Romania,

over the past year to create a more efficient

and safer workplace. More than $700,000 was

spent to replace old equipment, create a new

walkway for employees and improve lighting

throughout the plant.

A Q&A with Cummins’ newest Board member,

Dr. Franklin Chang-Diaz, which starts on page 56.

Dr. Chang-Diaz, Cummins’ first non U.S.-born

Director, is a former NASA astronaut and renowned

rocket scientist who is leading an ambitious long-

term effort to transform Costa Rica’s economy.

His commitment to the environment, the community

and technical leadership aligns well with Cummins’

sustainability goals.

Just as we are constantly looking for ways to better

serve our stakeholders around the world through our

actions as a Company, we also have raised the bar

this year on our sustainability reporting efforts.

For the first time, this year’s report contains a section

devoted specifically to employee relations, and we

have expanded on our safety and diversity discussions

from past years. Perhaps most exciting, though, is the

launch of our new Sustainability Web site.

The site will contain links to both the full and summary

printed reports, and visitors will be able to quickly

access material of their choosing through links to

individual sections of the report. The site also will offer

additional stories, data, multimedia content and links

to social media tools.

I hope you will read our current Sustainability Report

and visit the Sustainability site at www.cummins.com

to learn more about our work to remain a responsible

global corporate citizen that is responsive to the needs

of all our stakeholders.

Tim Solso

Chairman and Chief Executive Officer

Cummins Inc.

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6 Cummins Inc. Sustainability Report 2010

Cummins by the numbers

Corporate responsibility

hours of paid employee time devoted annually

to community projects as part of the Every

Employee Every Community program

Community Involvement Teams at

Cummins engaged in corporate

responsibility activities

Corporate governance

80+

Cummins locations that updated their

Business Continuity plans in 2009 for

emergencies such as natural disasters

ethical principles that guide Cummins

on Governance and related initiatives

Employee safety

0 fatalities at Cummins locations during 2009

drop in the Company’s Severity

Lost Work Day Rate representing

a reduction of more 2,400 lost

work days

Employee diversity

languages spoken by Cummins employees

at locations around the world

Diversity Procurement goal for Cummins spending

with minority-owned suppliers by 2012

Workforce

36,000Cummins employees across all Company locations

percent of Cummins employees who live

and work outside the United States

70,000+

150+

10

40%

19

60

$1 BILLION

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7Introduction

Environment

tons of CO2 emissions saved as a result of the

Cummins Unplugged Challenge between 2008 and 2010

grants from the U.S. Department of Energy to Cummins to

develop more efficient trucks as part of the SuperTruck and

light-duty diesel projects

Financial

total sales in 2009, down

24 percent from $14.3 billion

in 2008

13%

average annual sales growth per year expected by

Cummins from 2010-2014, about twice the annual

growth rate over the last 30 years

$774 MILLIONor 7.2 percent of sales in 2009 — Cummins

fourth best Earnings Before Interest and Taxes

as a percentage of sales in the last 25 years as

Company employees became more efficient in

the midst of the global recession

9,000

$54 MILLION

$10.8BILLION

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8 Cummins Inc. Sustainability Report 2010

Customers

Our goal is to care as much about our customers’

success as they do, especially during difficult

times such as those we have endured during the

recent global recession. Cummins works with key

customers during development and production to

ensure our products are manufactured to meet their

needs. The Company uses tools like Six Sigma

to help both Cummins customers and suppliers

improve quality, reduce costs and improve

profitability for all involved.

Each business unit is responsible for developing

projects to meet the needs of its customers and is

expected to develop customer-focused Six Sigma

projects to tackle problems facing individual customers.

Our Customer Support Excellence training includes

a different approach to meeting customer needs by

looking at a situation through the customer’s perspective.

Cummins’ “Through the Lens of the Customer” training

initiative has trained more than 25,000 employees.

Employees

Cummins has a long history of being an employer

of choice, offering competitive salaries and benefits,

training and career development opportunities and

a positive work environment. Benefits were made

available to non-spousal domestic partners in 2000.

The Company places a premium on its workers

treating one another with respect and dignity.

Treatment of Others at Work is a key component

Cummins has recognized its commitment to a broad group of stakeholders for more than 35 years.

Longtime Chairman and CEO J. Irwin Miller laid out his philosophy in the 1972 Annual Report:

“ While some still argue that business has no social

responsibility, we believe that our survival in the very

long run is as dependent upon responsible citizenship

in our communities and in the society as it is on responsible

technological, financial and production performance.

Cummins strives to responsibly and effectively serve all stakeholders, including customers, employees, shareholders,

business partners, suppliers and the communities in which we operate. The Company understands that its actions

affect a broad range of constituents and works hard to engage them when making business decisions.

Cummins is committed to financial excellence, environmental stewardship, creating a great place to work,

community engagement and fair competition.

Our commitment

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9Introduction

of Cummins’ Code of Business Conduct and is

the subject of mandatory training for all new hires.

The policy applies to everyone who enters a Cummins

facility with the goal of creating an atmosphere where

everyone is treated with dignity and respect.

Cummins offers its employees opportunities for

growth within the Company as their skills and

interests dictate. The Company has a history of

“growing its own” leaders, and employees regularly

move freely from one part of Cummins to another.

Business partners and suppliers

Cummins has been able to build strong bonds with

its business partners whether the Company is acting

as a supplier of components or working with one of

its 56 joint venture partnerships in 18 countries.

A key principle at the Company is to treat all preferred

suppliers as business partners. Cummins regularly

shares key practices such as Six Sigma and Lean

Manufacturing with those suppliers to help our

partners reduce costs and improve quality.

Critical suppliers to Cummins must meet specific Six

Sigma performance requirements because Cummins

quality is heavily dependent on the quality of our suppliers’

products. If our suppliers and business partners succeed,

Cummins will succeed and so will our customers.

Shareholders

Beyond returning value in terms of profits, rising

stock prices and dividends, Cummins believes it

owes investors transparency in financial reporting.

Top executives hold quarterly teleconferences

with industry analysts to discuss financial results.

Company representatives also attend or host a

number of investor events during the year.

To learn more about Cummins’ governance practices,

please see the Governance and Risk Management

section that starts on page 50.

The Cummins Operating System helps develop

common practices and approaches to improve

customer satisfaction and profitability.

Here’s a quick look at the 10 practices:

1 Put the customer first and provide real value

2 Synchronize flows

(material, physical and information)

3 Design quality in every step of the process

4 Involve people and promote team work

5 Ensure equipment and tools are available

and capable

6 Create functional excellence

7 Establish the right environment

8 Treat preferred suppliers as partners

9 Follow common problem solving techniques

10 Use Six Sigma as the primary process

improvement method

The Cummins Operating System

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10 Cummins Inc. Sustainability Report 2010

History

Firmly rooted as

we reach higher

Cummins’ pursuit of innovation and the Company’s

commitment to both principled leadership and a long-

term vision is rooted in the men who played a critical

role in the company’s creation in 1919.

Clessie Cummins was a Columbus, Ind. man

with a lifelong fascination for machines. W.G. Irwin,

whose family fortune backed the Company’s

launch 91 years ago, pursued profits with a sense

of community mission and a desire to help

local entrepreneurs.

Cummins was Irwin’s driver and a mechanic who

opened an auto repair shop in a vacant forge building

with his boss’ blessing in 1913. The business evolved

into a machine shop that performed a variety of Army

and Navy ordnance jobs during World War I.

Clessie Cummins was increasingly fascinated by

diesel technology, which had been introduced in

the late 19th century in Europe but had not gained

widespread commercial success. Fourteen weeks

after the end of the war, the Cummins Engine

Company was born, backed by Irwin.

Thanks in large part to the incredible patience of Irwin

and his wife, who championed the business as a

way to provide jobs to the young men of Columbus,

Cummins survived a rocky start in which it didn’t turn

a profit until 19 years after the Company was founded.

A third pivotal figure in the Cummins history would

enter the picture around that time. J. Irwin Miller

was the grand-nephew of W.G. Irwin. Miller had

been involved in Cummins’ operations for more

than a decade before being elected president of

the Company in 1947. He would play a key role at

Cummins for the next three decades.

Educated at Yale and Oxford, Mr. Miller is largely

responsible for Cummins taking on the qualities it

is so closely associated with today: environmental

consciousness, integrity, diversity, global involvement

and community service. It was under Miller’s leadership

that Cummins first became a global company,

entering India, China and other locations outside

the United States.

Today, Cummins is a global power leader –

the world’s largest independent manufacturer

of diesel engines and related components. What

started as a business to manufacture diesel engines

for farm irrigation pumps is today a family of four

interrelated, yet diversified business segments.

Diesel engines provide about 49 percent of

our revenues; Power Generation, 19 percent;

Components, 18 percent and Distribution, 14 percent.

Clessie Cummins

Cummins corporate headquarters preserved part of the factory that

was an early home for Clessie Cummins’ diesel engine company.

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11Introduction

The Company has 56 joint venture partnerships in

18 countries with some of the largest companies

in our industry, including Komatsu in Japan, Scania in

Sweden, Tata in India, Dong Feng and Foton in China

and Brunswick-Mercury Marine in the United States.

The Company has 87 manufacturing sites across the

globe and 36,000 employees.

Cummins products can today be found in nearly every

type of vehicle, from the heavy-duty diesel powered

trucks that travel the world’s highways, to tractors that

till the soil, to large trucks that carry natural resources

from mines and ships that travel the world’s waterways.

Cummins generators supply both prime and

auxiliary power around the globe and our worldwide

distribution business of parts and service serves

customers in more than 190 countries.

Clessie Cummins was known for

his barnstorming to promote the

diesel engine, demonstrating its

benefits by among other things

fielding a diesel-powered race

car at the Indianapolis 500 and

conducting coast-to-coast tours,

for example with this diesel-

powered bus. He is shown (top

right) with his two younger

brothers later in his career.

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12 Cummins Inc. Sustainability Report 2010

Here’s a look at some of the awards Cummins has

won in the past year:

Environmental

Cummins’ facilities in the United Kingdom were awarded

the Carbon Trust Standard in 2010, which recognizes

companies with effective energy management systems

and multi-year energy efficiency improvements. Receiving

the standard is a significant achievement, as fewer than

300 U.K. companies, with only a small percentage in the

industrial sector, have met the criteria.

Cummins continued to be a

member of the FTSE4Good

index series in 2010. The FTSE

Group selects companies for the

FTSE4Good index based on their

environmental records, whether

they develop positive relationships with their stakeholders

and whether they support universal human rights.

Cummins’ efforts to minimize its environmental

footprint and reduce greenhouse gas emissions

helped the Company achieve a ranking in the top

20 percent of the 500 largest companies in United

States in Newsweek’s inaugural “green” survey in

2009. Cummins placed seventh among 47 industrial

goods companies.

Cummins Generator Technologies India Limited

received a Green Leader Award for 2009 from Frost

and Sullivan, the global research, analysis and growth

consulting company. The business was honored for

its commitment to the environment including its

“green facility” at Ranjangaon that practices

lean manufacturing.

Cummins became

a charter member

of the Save Energy

Now LEADER

program in 2009.

The program is an ambitious national public-

private initiative to drive significant energy intensity

and carbon emission reductions across the U.S.

industrial sector. Through partnerships with states,

local entities, utilities, associations and end-users,

industry can leverage resources to increase energy

efficiency and save energy and money.

Governance, ethics and sustainability

Cummins was named one of the “World’s Most

Ethical Companies” in 2010 by the Ethisphere

Institute. The institute recognizes commitment to

ethical leadership, compliance practices and corporate

social responsibility. This is the fourth straight year that

the Ethisphere Institute has selected Cummins as one

of the world’s most ethical companies.

Cummins was named by

Corporate Responsibility

magazine in 2010 as one

of the world’s 100 best

corporate citizens. It was the

10th time in 11 years the Company has been named

to the magazine’s “best corporate citizens” list. Overall,

the Company finished No. 11 on the magazine’s list.

Cummins was named to the Dow

Jones Sustainability Index for the

fifth consecutive year in 2009.

The index represents the top

10 percent of the world’s largest

companies rated by Dow Jones across a

range of economic, environmental and social

responsibility measures.

Recognition

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13Introduction

Social issues, diversity and people

Cummins in 2010 was named to

DiversityInc’s List of the Top 50

Companies for Diversity for the

fourth consecutive year. The

Company finished 26th on the 2010

list compared to 42nd in 2009.

Cummins was named one of the top 50 companies

for Generation Y employees in 2010 by Brazen Careerist,

which describes itself as the experts on what Generation

Y wants from their workplace. Generation Y is often

defined as those born from the mid-to-late 1970s to

the early 2000s.

Cummins received a perfect

rating for a fifth consecutive

year from the largest U.S.

advocacy group for gay,

lesbian, bisexual and

transgender employees. The Human Rights Campaign

rated 590 businesses as part of its 2010 Corporate

Equality Index, reviewing companies on their LGBT

policies, practices and more.

Cummins was named as one of the top 25 companies

for leaders in North America in 2009 by Fortune

magazine. More than 500 companies of all sizes were

considered for inclusion on the list ranking leadership

development programs.

Cummins China was selected as one of 11 finalists

for the U.S. State Department’s Award for Corporate

Excellence in 2009. The award recognizes U.S.

businesses for advancing good corporate citizenship,

innovation, and democratic principles abroad.

In the marketplace

The 2010 Dodge Ram Heavy Duty Truck featuring the

Cummins 6.7 liter Turbo Diesel was selected Motor Trend

magazine’s Truck of the Year. Motor Trend judges cited

the engine’s design of a non-urea based system to meet

2010 emissions standards in a pickup truck, while also

providing great performance and fuel efficiency.

Cummins finished 12th on Bloomberg BusinessWeek’s

list of the top performing stocks over the past five

years. BusinessWeek calculated the value of a

$10,000 investment made in each company on

the S&P 500 in March 2005 compared to the

same date this March. Cummins stock appreciated

278 percent over the five years compared to an

average of 10 percent over that time period.

Cummins won the Modern Consumer Magazine

award for Client Excellency in the auto parts category.

The award is given out by Padrão Editorial and its

partner GFK Indicator, a German company specializing

in brand evaluation, one of the most renowned

companies in this sector.

Cummins B3.3 engine powered the Mecalac 12MTX

Hybrid wheeled excavator to dual-award success

at the Intermat show in Paris in 2009, winning a

prestigious Gold Award for Innovation as well as a

Special Environmental Award. The B3.3 engine drives

an electrical generator and lithium-ion battery system

to achieve 25 percent lower fuel consumption with

reduced CO2 emissions and quieter operation.

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14 Cummins Inc. Sustainability Report 2010

Editor’s note: This year’s Sustainability Report

is celebrating Cummins’ significant partnerships

in Corporate Responsibility. The Company’s

Corporate Responsibility value calls for

Cummins to “serve and improve the

communities in which we live.”

EARTH University professor Carlos Montoya walks

down a neatly tended row of healthy lettuce,

explaining how the vegetable typically doesn’t grow

well in the hot, moist climate of Costa Rica’s humid

tropics. And that’s the point of everything growing

in the peri-urban garden tucked away in a corner

of EARTH’s bucolic campus in Guácimo, Limón.

“We are trying to develop techniques to help people

grow their own vegetables in small spaces and in

places where they don’t naturally grow well,” said

Montoya. He went on to add that as many people

across Central America have moved from rural areas

to cities and towns over the past few decades,

peri-urban gardening – the practice of growing

and distributing food in or near an urban area –

has become an increasingly important means of

providing food independence and financial support.

Behind the lettuce plot, plants take root in “soil”

that consists largely of carbon, rice and coconut

husks with pieces of aluminum cans buried in

to add volume while keeping the weight of the

planting boxes as low as possible. Nearby,

vertical rows of vegetables grow in hanging

plastic bags, demonstrating how to make the

best use of limited growing space.

The concepts behind the peri-urban garden

are repeated across EARTH’s 8,100-acre

campus where 400 students from two dozen

countries learn sustainable, low-cost, low-impact

agricultural techniques. At EARTH, little is wasted.

Formed in 1986 with assistance from the

Costa Rican government, the U.S. Agency

for International Development and the Kellogg

Foundation, EARTH University was created in

response to political and economic turmoil

in Central America that reached a crisis point in

the mid-1980s. As a result, dramatic social

inequities and a dangerous increase in

unsustainable agricultural practices posed a

significant environmental and economic threat

to the entire region.

EARTH’s vision is to produce ethical agricultural

entrepreneurs who are committed to promoting

economic, social and environmental well-being

in their home communities. So far, that vision has

translated into a growing group of graduates who

have started businesses and are creating jobs.

Cover Story

EARTH University’s mission rooted in sustainability

Earth University

Guácimo, Limón

Costa Rica

EARTH’s vision is to produce ethical agricultural

entrepreneurs who are committed to promoting

economic, social and environmental well-being

in their home communities.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 17 of 117 Pg ID 1071

The university’s emphasis on education, the

environment and social justice dovetails perfectly

with Cummins’ corporate responsibility focus areas –

education, the environment and social justice/

improving the human condition. That’s why EARTH

became the Company’s first “signature” corporate

responsibility partnership in 2009.

“More so than any other effort in which we are

involved, EARTH’s mission cuts across all our

corporate responsibility priorities at Cummins,”

said Tracy Souza, Executive Director of Corporate

Engagement at Cummins and Executive on Loan

to EARTH. “The work being done at EARTH has the

potential to make profound positive environmental,

social and economic changes and we are proud to

partner with EARTH.”

Small classes, rigorous classwork

EARTH welcomes approximately 100 new students

each year, following an intensive application process

that includes personal interviews with as many as

800 applicants. Students are selected without regard

for their financial resources based on their potential,

commitment to the concepts being taught at EARTH

and with an eye toward developing a diverse student

body that is likely to use what is learned to improve

their home communities. Half of EARTH’s students are

on full scholarship and no student pays more than half

of the full cost of his or her education.

Once at EARTH, students engage in a rigorous

year-round, four-year course of study that provides a

mix of technical education, entrepreneurial experience,

community involvement and hands-on agricultural and

community oriented work. Classes routinely start at

6:30 a.m. and all students spend parts of two days

each week working in the fields, local communities

or with livestock on campus.

Students are required work in teams to use loans

from the university, which must be repaid with

interest, to develop and run a business. Students

also are required to spend several weeks assisting

“a local farming family during their time at EARTH,

which also allows the university to share its sustainable

farming techniques more broadly. In addition, every

student must secure an agriculture-related internship,

preferably in their home country.

EARTH University

Location: Costa Rica (main campus -

Guácimo, Limón; satellite campus – La Flor).

Mission: Prepare leaders with ethical values to

contribute to the sustainable development of the

humid tropics and to construct a prosperous and

just society.

History: Founded in 1986 with the support of

the Costa Rican government, the U.S. Agency for

International Development and the Kellogg Foundation.

Special features: All students must create and run

a university-funded agriculture-related business

during their first year and spend one academic term

as an intern during their third year.

Cummins involvement: Designated a “signature”

Corporate Responsibility project in 2009; awarded

$6 million challenge grant by Cummins Foundation;

several senior leaders serve on EARTH boards or

provide volunteer support to EARTH initiatives.

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Cummins’ commitment

As part of the Company’s support for EARTH,

The Cummins Foundation approved a $6 million

challenge grant in June 2009 to be awarded over

five years. The grant, is conditional on EARTH

meeting established fund-raising goals and will be

used to fund several endowed scholarships and an

endowed professorship at the university.

Cummins’ support of EARTH goes well beyond the

Foundation grant. Consistent with the Company’s

philosophy of “unleashing the power” of its

employees, Cummins is providing EARTH with

significant human capital.

A senior Cummins executive serves as a member

of the EARTH University Board of Directors and the

EARTH University Foundation Board of Trustees,

and the Company has established an executive

on loan to coordinate Cummins’ work with EARTH.

The Company’s government relations team in

Washington, D.C., also is helping the university build

relationships with government officials from around

the world.

In addition, a number of Cummins leaders are

assisting with projects designed to help EARTH

create a long-term strategic financial plan, to improve

the operating efficiency of its business ventures and

to better assess the impact its graduates are having

on their communities. Other examples of Cummins’

commitment to EARTH include:

Cummins is helping EARTH build on its already

successful efforts to create a sustainable model

for growing bananas. In addition to being served in

the university’s cafeteria every day, a portion of the

banana harvest is sold to Whole Foods Market,

the U.S.-based natural supermarket chain.

Cummins Master Black Belts from Mexico have

trained EARTH employees in Six Sigma project

methodology to drive improvement and efficiencies

throughout the campus.

Cummins employees are working with EARTH

to explore possible commercial markets for the

“smart microbes” mixtures that are developed from

recycled animal waste and which can be used to

repel insects on livestock, fight fungus on plants

and even be converted into a cleaning solution

to reduce odor in livestock barns.

EARTH professor Carlos Montoya talks with staff member Junior Solano López about the lettuce being grown at the university.

Plants take root in “soil” that consists largely of carbon, rice and coconut husks with pieces of aluminum cans buried in to add volume.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 19 of 117 Pg ID 1073

Cummins is a major participant in the

university’s “EARTH Plants the Future” program

in 2010 by planting 100,000 trees – including

33,000 on EARTH’s main campus representing

the hours Cummins employees have devoted to

the Company’s Environmental Challenge program.

“EARTH has been fortunate to work with a lot of very good

organizations, and Cummins is certainly one of the very

best,” said EARTH University Provost Daniel Sherrard.

“The support EARTH has received from Cummins is a real

inspiration to all of us, and with no exceptions the people

we have been fortunate to work with from the company

have been wonderful collaborators.”

In a university known for its diversity –

the school’s 400 students come from 24 countries –

John Lomurut’s story still stands out.

One of four current students from Kenya attending

EARTH University, John is the only one in his family

of 12 children to attend college. He’s the only family

member, parents and children, who can read and write.

John was the lucky one: the only child from the family

that his uncle could afford to take in and educate.

Today, John is on the verge of doing the unimaginable

for most from his home village in Kenya: Graduate

from college. A fourth-year student at EARTH, John

is symbolic of EARTH’s mission. He plans to return

to Kenya after graduation to spread the sustainable

agricultural techniques he has learned in the humid

tropics to his arid home region.

Soft-spoken, but poised and keenly intelligent with an

easy smile, John also hopes to run for political office

in Kenya some day. It’s a far cry from the uncertain

young man who arrived at EARTH four years ago

never having been out of Kenya and without

knowing a single word of Spanish.

“The first few months were very difficult,” John

admitted. “But it has definitely been worth it.”

John has been home only once since arriving at

EARTH – to complete an internship with the African

Wildlife Foundation and Starbucks. Using skills learned

at EARTH, he worked with struggling local coffee

farmers to help them improve the yield of their

crops so that they wouldn’t need to poach animals

or engage in illegal logging from a nearby wildlife

reserve to support themselves.

Now, he looks forward to returning to Kenya to help his

family and his country, and becoming among the latest

group of graduates to carry on the EARTH mission.

One student’s story

John Lomurut grew up in this village in Kenya.

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18 Cummins Inc. Sustainability Report 2010

Raising the stakes on our

environmental performance

Demanding that everything we do leads to a cleaner,

healthier environment has been part of Cummins’

Mission Statement for many years. In practice, it

means the Company is unwavering in our commitment

to produce the cleanest products in the world and

reduce the Company’s environmental footprint.

Cummins has raised the stakes on many

environmental fronts in the past year. Because we

have invested significantly in new products and

technologies to further lower exhaust emissions from

our products, the Company was able to successfully

launch our 2010 diesel engines, meeting even more

stringent U.S. Environmental Protection

Administration regulations.

Other accomplishments include:

Greenhouse gas reduction at Cummins’ facilities

since 2005 has reached 167,000 tons, a reduction

of 19 percent.

Product remanufacturing recycled more than

50 million pounds of material in the past year.

The energy savings from this reclamation is

equivalent to the consumption of about

10,000 homes in the United States.

Eight more sites were certified to Cummins

Environmental Management System, which

drives regulatory compliance and ongoing

environmental improvement.

Highlights

Cummins successfully meets 2010 EPA emission regulations for on-highway diesel engines in the United States.

Company sees producing cleaner, more efficient products as a strategic advantage.

Cummins partners with employees to address climate change, reduce environmental footprint.

Dr. Steven Chu, U.S. Secretary of Energy,

visits with John Wall, Cummins Chief Technical Officer,

at Cummins’ Columbus Technical Center earlier this year.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 21 of 117 Pg ID 1075

19Environment

Going forward, more of Cummins’ annual investment in

research and development will be focused on improving

the efficiency of our engines and reducing greenhouse

gases (GHGs), specifically carbon dioxide (CO2), to the

mutual benefit of our customers and the environment.

We see our ability to produce cleaner, more fuel efficient

products as a key strategic advantage in the future.

Greater fuel economy,

reduced product emissions

In January 2010, U.S. Secretary of Energy Dr. Steven Chu

chose Cummins’ Columbus, Ind. Technical Center as the

setting to announce the awarding of $187 million to nine

projects across the country dedicated to improving fuel

efficiency, reducing waste energy, and cutting emissions.

Cummins was awarded $54 million, by far the highest

award, for two projects aimed at improving fuel efficiency

in heavy-duty and light-duty vehicles.

The Company’s 20-year partnership with the

Department of Energy has helped Cummins

bring evolutionary and break-through clean diesel

technology to the market faster and at a lower cost

than we could have on our own.

We are also partnering with the government

to establish the first-ever standards governing

greenhouse gas emissions and fuel efficiency for

medium- and heavy-duty commercial vehicles.

Cummins wrote a white paper at the request of the

National Academy of Sciences (NAS) on the regulation

of greenhouse gases in commercial vehicles following

a site visit by academy leaders to Cummins in

May 2009. The paper details Cummins’ perspective

on a regulatory framework that could also provide a

useful structure for technology assessment, improved

fuel efficiency and greenhouse gas reduction from

medium- and heavy-duty commercial vehicles.

The regulatory framework has been part of the

Company’s ongoing dialogue with regulators and

lawmakers about the need for a consistent and

responsible set of standards to address GHGs.

Cummins Chairman and Chief Executive Officer

Tim Solso stood with U.S. President Barack Obama

in May 2010 as the president signed an order at the

White House for the development of these standards.

Chairman and CEO Tim Solso (fourth from right) stands behind President Barack Obama this spring as he signs an order

to develop the first-ever fuel efficiency standards for medium and heavy-duty commercial vehicles.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 22 of 117 Pg ID 1076

20 Cummins Inc. Sustainability Report 2010

Addressing climate change in our facilities

The Company’s efforts to address climate change

continue to expand. We have reduced Cummins’

carbon footprint through initiatives like the Unplugged

Challenge, the Energy Champions program and the

Envolved employee engagement campaign (see story

on page 44).

The Company’s Environmental Management System

is making the Unplugged Challenge, an effort to reduce

power consumption at Cummins facilities during holiday

shutdowns, sustainable year round. Through training and

steps to control processes, the goal is to make reducing

electricity consumption part of our everyday lives.

Meanwhile, Cummins’ facilities in the United Kingdom

have worked hard to comply with the Carbon

Reduction Commitment Energy Efficiency program,

legislation designed to reduce energy

use in businesses.

From wastewater reduction to waterless bathroom

fixtures, Cummins facilities met the challenge of water

conservation over the past year. Annual water use

reductions from specific water projects exceeded

47 million gallons – that’s the equivalent of a glass

of water for over 725 million people.

Better performance tools

A key part of Cummins’ environmental initiatives

is improving the Company’s ability to measure

its performance at the facility level on

environmental issues.

In 2009, the Company implemented a new data

collection/tracking system that made the gathering

and public reporting of performance data for Cummins

locations easier and more accurate.

The system has better tools for data and trend analysis

for all of the environmental data tracked so Cummins

has an even better understanding of its environmental

performance at all levels of the Company.

‘Print Smart’ reduces paper use

Savings are up and the number of printed pages is

down across Cummins thanks to a 2009 initiative

the Company calls Print Smart.

The program, now in its second generation,

globally refreshes the Company’s printing devices.

Cummins is well on its way to printing 36 million

fewer pages than last year – a projected annual

savings of $2 million.

Under Print Smart II, employees have to confirm

their intent to print at the printer by entering a code.

This step gives them one more chance to decide if

they really need a printed copy.

Since color copies cost three times as much as

black and white, Cummins has also achieved

significant savings – an average of $1.5 million

a year – by limiting both the number of color

printers and which employees can print in color.

Printing out a 30-page presentation that isn’t

used doesn’t seem like a big deal until the cost

is multiplied by thousands of users.

By printing 36 million fewer pages annually,

Cummins is predicting a greenhouse gas

avoidance of 605 metric tons, which could

generate an additional $7,400 in energy savings.

With the completion of Print Smart ll, Cummins

is saving both money and close to 4,000 trees

per year.

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21Environment

Challenges ahead: The environment

Regulations and global compliance: Cummins

is planning for greenhouse gas regulation, both

in its products and facilities. The Company has

developed extensive technology road maps to

meet various possible reduction deadlines for

its products. As nations address emissions and

regulate air pollutants, fuel efficiency and

greenhouse gas emissions from our products,

we must understand and comply fully with these

regulations. Our challenge is to improve our global

emissions compliance processes – from the point

when a regulation is considered to when we

design and make a product and then the sales

and service of that product in the market.

Products and supply chain: The Company’s new

products must be environmentally friendly. We are

constantly reviewing “green” product ideas that

take advantage of our technological leadership.

Cummins also plans to expand our efforts to

do more low-carbon manufacturing, an area of

currently untapped potential. We are also

stepping up our efforts to “green” our supply

chain. One project under way in 2010 will

recommend a method and tools to evaluate the

carbon footprint of Cummins extended supply

chain, while another will recommend an overall

strategy to reduce that footprint.

Energy: The good news is there are many

efforts going on around the globe, but we could

do better at making sure they are leveraging, not

duplicating, efforts and knowledge. An umbrella

Six Sigma project will look at ways to coordinate

global efforts in facilities, supply chain, products

and processes. GHG reduction gets incrementally

more difficult after meeting initial targets.

The Company has embedded energy efficiency

as a focus area within its global Environmental

Management System to ensure that these efforts

become sustainable parts of how we work every day.

Inherent in our commitment to the environment is our commitment to continuous improvement.

Here are some of the key environmental challenges facing the Company:

Cummins employee Mike Garrett looks for

potential energy savings as part of the Company’s

Energy Champions program. The low and no-cost

improvements uncovered by Energy Champions

and Leaders are critical to energy efficiency

efforts going forward.

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22 Cummins Inc. Sustainability Report 2010

Products

Cummins’ leadership in combustion research, fuel

systems, air-handling systems, electronics, filtration

and aftertreatment allows the Company to maximize

customer value by providing the most appropriate

emissions control for each market Cummins serves.

The Company’s diverse product portfolio meets

or exceeds all emissions requirements, and at the

same time delivers on our customers’ needs for fuel

economy, performance, reliability and durability.

Engines

Since the 1970s, Cummins on-highway engines have

been regulated by the U.S. EPA and similar regulatory

agencies around the world for combustion emissions,

including Nitrogen Oxide (NOx) Carbon Monoxide

(CO), Hydrocarbons (HC) and Particulate Matter (PM),

also known as soot.

When compared to emissions from unregulated engines

in the early 1970s, today’s on-highway diesel engines

emit 99 percent less PM and NOx.

Off-highway engines produced by Cummins are

also subject to stringent emission standards.

The combustion process for off-highway engines is

fundamentally the same as for on-highway engines.

Between 1995 and 2006, off-highway engine

emissions for NOx and PM have been reduced by

80 percent and 85 percent, respectively. And from

2011 to 2014, off-highway engines will be held to

essentially the same level of emissions as their

on-highway engine counterparts.

2010 EPA emissions and fuel rules

In 2010, all heavy-duty diesel engines had to meet the

NOx standard of 0.20 grams per brake-horsepower

hour (g/bhp-hr) and the PM standard of 0.01g/bhp-hr.

Both NOx and PM were reduced by 90 percent from

2004 levels. The 2010 regulations required the phase-

in of advanced on-board diagnostics with additional

sensors to monitor the effectiveness of emission-control

systems on the engine, which alert the driver if a failed

emission-reduction device needs to be repaired.

In addition to the new exhaust emission standards,

the EPA lowered the limit for diesel sulfur fuel from

500 parts per million (ppm) to 15 ppm. The new fuel

standard began to be phased in October 2006 and

will be completed by September 1, 2010.

Cummins was among the first companies to meet

these standards. For 2010, the Company introduced

the ISX15, providing five percent greater fuel economy,

stronger performance, faster throttle response and

overall best-in-class drivability and reliability compared

to our previous industry leading ISX engine.

The ISX15 features the Cummins XPI fuel system,

next generation cooled Exhaust Gas Recirculation

(EGR) system, an advanced turbocharger and a new

Cummins Aftertreatment System that incorporates

Selective Catalytic Reduction (SCR) catalyst technology.

Cummins also introduced the new ISX11.9 for

commercial trucks, emergency vehicles and

motor coach applications.

Environmental Stewardship

At Cummins, our Company models good environmental stewardship through our

products, our practices and our partnerships. Here’s a summary of our activity in

all three areas. A more in-depth presentation is available at www.cummins.com.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 25 of 117 Pg ID 1079

23Environment

Today the ISX engine is the market leader in the

North American heavy-duty on-highway truck market.

Cummins’ market share of the heavy-duty on-highway

business has grown from 27 percent in 2006 to more

than 50 percent in 2009.

Cummins’ off-highway product range is ready to

meet U.S. EPA Tier 4 Interim and EU Stage IIIB

emissions standards which take effect Jan. 1, 2011,

for the 174 hp to 751 hp power category covering

construction, agricultural and industrial equipment.

Meeting the new regulations requires the use of

advanced combustion and fuel injection systems,

combined with exhaust aftertreatment to reduce PM

emissions by over 90 percent compared to the current

Tier 3 and Stage IIIA standards.

While this technology is new to off-highway, it is

not new to Cummins. We are able to leverage our

proven on-highway technologies to provide our off-

highway customers with fully integrated systems which

go beyond meeting the low emissions standards to

achieve up to five percent improved fuel efficiency.

Alternative fuels

Cummins continues to support the development

of engines capable of running on alternative fuels

that will give an option to our customers while

providing environmental benefits. Biodiesel is a

clean-burning alternative fuel made from renewable

resources including plant oils and animal fats.

In February 2009, Cummins announced that B20

biodiesel fuel could be used in our high-horsepower

engines and later in September announced B20

compatibility for EPA 2010, Euro 4 and Euro 5 engines.

Most of Cummins engines are now approved to operate

with B20 biodiesel blends, as will all future engines.

Cummins also has a joint venture with Westport

Innovations Inc. called Cummins Westport Inc. (CWI)

that is headquartered in Vancouver, British Columbia.

CWI manufactures and sells the world’s widest range

of low-emissions natural gas engines for commercial

transportation applications such as trucks and buses,

with more than 24,000 engines in service worldwide.

0.01

US98

0.0 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09 0.10 0.11 0.12

US04

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

Global on-highway standards

NO

x –

g/H

P-h

r

Particulate – g/HP-hr

EURO IV

EURO V

EURO VI US07

US10

This chart shows how countries’ standards have significantly

reduced the allowable amount of particulate and NOx emissions.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 26 of 117 Pg ID 1080

24 Cummins Inc. Sustainability Report 2010

Cummins Westport natural gas engines, available

as a factory option from over 50 truck and bus

manufacturers worldwide, can operate on

compressed (CNG) or liquid (LNG) natural gas

and on zero-carbon biomethane, a renewable fuel

made from biogas or landfill gas.

Outside the United States

Cummins meets or exceeds emission regulations

in every country where it operates. In Taiwan, for

example, emissions regulations require EPA 2004

or Euro IV standards, and Cummins sells both types

of certified engines. In Mexico, emission regulations

recently enacted require EPA 2004 certified engines.

Cummins has been very active in the latest rulemaking

and has been selling EPA 2004 certified engines years

prior to the latest requirements.

Cummins has worked closely with the Chinese

government and Original Equipment Manufacturers

(OEMs) to introduce “green engines” to China.

Cummins is committed to bringing in advanced,

low-emission, fuel efficient and environmentally

friendly products to Chinese customers concurrently

with international markets, including the United States

and Europe.

In late 2009, Cummins’ joint ventures in China –

Dongfeng Cummins and Xi’an Cummins – introduced

Euro IV diesel engines in advance of the Chinese

government’s requirements for production in 2011.

Also in 2009, Cummins’ Wuhan Technical Center

began projects with all of our joint ventures in China

to develop clean diesel engines to meet the stringent

Euro V emission standards worldwide in addition to

local production of Euro IV engines.

In 2010, Cummins’ latest joint venture with Beijing

Foton began production of the all new ISF2.8 and

ISF3.8 Euro IV engines in Beijing. Cummins is the first

foreign diesel maker to invest in the local manufacturing

of key sub-systems, including turbochargers, filtration

products, fuel systems and after-treatment products.

Technology for fuel efficiency

Technology innovations that deliver greater

fuel economy for our customers also mean CO2

reduction. Cummins first demonstrated a hybrid

system in 1995 and continues to be the world’s

number one supplier of diesel engines to the

commercial diesel hybrid market.

A hybrid vehicle, moved by two or more distinct

power sources, uses less fuel than one with a

traditional powertrain and therefore emits less

CO2. As commercial hybrids progress and

advanced technologies from Cummins are

introduced, the degree of system integration

will become more important.

Further engine optimization for hybrid

powertrains will result in new levels of fuel

efficiency driven by design considerations

and integrated engine features. Engine-

optimized hybrid systems are estimated to

achieve a 40 to 50 percent fuel consumption

reduction over conventional powertrains.

Meanwhile, the engine component of Cummins

SuperTruck program, a program to improve fuel

efficiency, reduce waste energy and cut emissions,

uses waste heat recovery to get more mileage

out of the fuel. The concept is to direct waste

heat back to the engine via a small steam

turbine, 1-1/2 inches in diameter.

This technology, funded in part by the Department

of Energy, will help Cummins customers achieve

greater fuel economy in light of rising fuel prices.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 27 of 117 Pg ID 1081

25Environment

Remanufacturing Cummins products

Remanufacturing Cummins components and engines

provides our customers with high performing ReCon

products at a value price. The business of providing

genuine, factory remanufactured products has long

been a mainstay of Cummins sustainable operations.

Remanufacturing provides benefits for the environment

by using about 85 percent less energy compared to

the mining, refining, melting and machining of new

material. Cummins reuses or recycles more than

50 million pounds of material each year. The energy

savings from this reclamation is equivalent to the

consumption of about 10,000 homes in the U.S.

Since most of that energy is fossil-fuel based, the

savings also add up to greenhouse gas reductions

of about 200 million pounds.

ReCon Parts and Engines is a global initiative.

Two India locations are now in operation producing

for the domestic market and export. Chinese

remanufacturing operations are expected to start

in July 2010, while fuel system remanufacturing

operations have now begun in a new facility in

Juarez, Mexico.

Filtration

More than 50 years ago, Cummins developed its first

filtration product. Since then, the business unit has

developed thousands of innovative technologies and

industry-leading manufacturing processes that support

a cleaner, healthier and safer environment.

For example, a current program underway at

Cummins Filtration will reduce the amount of steel

needed to make nut plate components used in liquid

filtration by 11 percent. By reducing the amount

of steel used to make filters, while still meeting or

exceeding performance expectations, less material

will be needed from steel service centers and mills.

This design change equates to a reduction in steel

purchased by Cummins Filtration of 1 million pounds

or 454 metric tons. From a transportation standpoint,

the reduction means 25 fewer truckloads of steel

transported for Cummins Filtration per year, though

the same volume and quantity of filters are still

produced. Studies suggest that for every ton of

steel produced by a mill, approximately 1.8 tons

of CO2 are emitted into the atmosphere.

The business unit designs high performance

products that remove contamination from engine

systems, reduce engine emissions and minimize

disposal issues. As the only filter manufacturer that is

part of a company that produces engines, Cummins

Filtration has developed new technologies in concert

with 2010 engine platforms to reduce environmental

impact, as in the following examples:

Crankcase Ventilation systems that filter up

to 99 percent of oil drip, up to 95 percent of

aerosol vapors and 100 percent of engine

compartment fumes.

Direct Flow™ Air Filtration design utilizes a straight

air flow path allowing filter media to be packaged in

a smaller profile for longer service intervals, easier

service and environmentally-friendly disposal with

no metal components.

Filter-in-Filter combines two filters in a single reusable

cartridge that reduces the amount of waste material

during regular fuel system maintenance.

From the state-of-the-art Media Center, Cummins

Filtration engineers design advanced filter media to

meet the goal of reducing our carbon footprint, such

as the award-winning, multi-layered StrataPore™

synthetic media with superior sludge removal

capability and StrataPore Coalescing media

specifically tailored for optimal oil droplet removal

from blow-by gases in Crankcase Ventilation systems.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 28 of 117 Pg ID 1082

26 Cummins Inc. Sustainability Report 2010

2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009

Nitrogen Oxides

NOx

Hydrocarbons

HC

Carbon Monoxide

CO

Particulate Matter

PM

0

100

200

300

400

500

2200

3300

. . .

. . .

. . .

. . .

. .

. . .

. . .

EPA Allowed

Cummins Produced

About our charts

The charts on this page and the next illustrate

Cummins’ commitment to the environment

by often exceeding U.S. emissions standards.

The on-road charts for North America compare

the estimated maximum allowable emissions by

U.S. EPA standards compared to Cummins’

estimate of its engines’ actual emissions for

the past three years.

Estimates are based on the number of engines,

both heavy-duty and midrange, manufactured in

the United States for on-highway use per year.

Cummins engines have released far less

Hydrocarbon and Carbon Monoxide into the

environment than the maximum allowed by the

EPA. And even by the tough Nitrogen Oxide and

Particulate Matter measures, Cummins has been

under the standards.

The figures in the non-road charts are based

on the number of midrange, heavy-duty and

high-horsepower engines produced to EPA

standards. As with Cummins’ on-road engines,

these non-road engines release far less HC and

CO into the environment than the maximum

allowed by regulatory agencies. Likewise, NOx

and PM actual emission levels are under the

applicable standards.

Automotive useful life emissions total

in thousands of tons

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 29 of 117 Pg ID 1083

27Environment

2007 2008 2009 2007 2008 2009 2007 2008 2009

Carbon Monoxide

CO

Nitrogen Oxides + Hydrocarbons

NOx + HC

Particulate Matter

PM

0

100

200

300

400

500

600

EPA Allowed

Cummins Produced

0

50

100

150

200

250

2007 2008 2009 2007 2008 2009

High Horsepower (19-78 liters) 2 2 1

Heavy Duty (10-15 liters) 39 60 68 9 9 4

MidRange (3-9 liters) 175 108 100 42 44 24

Non-roadOn-highway

272EnvEnviroironmenmentnt

Cummins MerCruiser Diesel uses solar power

A new concept vessel is combining diesel-electric

hybrid technology with renewable solar energy and

a high-capacity battery, resulting in a clean, quiet,

safe and more enjoyable boating experience.

The boat is a project of Mercury Marine, Cummins’

joint venture partner for marine propulsion using

Cummins diesel engines 15 liters and smaller.

The boat reduces energy consumption by

using solar power to recharge the lithium

ion batteries and advanced automatic

control strategies for optimal efficiency.

The environmental benefits include cleaner

air and water and greenhouse gas reduction

through better fuel efficiency and the use of

renewable energy.

The hybrid propulsion combines reliable diesel

engines and electrical systems so they can

operate together or independently, providing

built-in backups. Solar power is independent

of shore power and provides electrical backup

to bilge pumps, starting batteries and other

critical components.

This new technology was shown at the Miami

International Boat Show earlier this year to

positive reviews.

Non-road useful life emissions total

in thousands of tons

Diesel engine volumes

in thousands

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 30 of 117 Pg ID 1084

28 Cummins Inc. Sustainability Report 2010

Pradeep Bhargava says development doesn’t have

to come at the expense of the environment.

“We need doable, replicable and simple tasks by

which each one of us can contribute towards a

harmony between development and environment

without compromising either,” says the Managing

Director of Cummins Generator Technologies India.

Under Bhargava’s leadership, CGT India built the first

truly “green” manufacturing plant at Cummins in 2007.

The facility in Ranjangaon, India, is energy efficient,

expected to save over 14 million kilowatt hours of

electricity over the first 10 years of operation.

The facility has been widely recognized for its green

design and earlier this year Bhargava was honored by

Cummins Health, Safety and Environmental Council

for his leadership on environmental issues.

“Our lean and green factory at Ranjangaon is testimony

to our commitment towards our Mission Statement

demanding that everything we do leads to a cleaner,

healthier and safer environment,” Bhargava said.

“The facility also demonstrates the possibility of

achieving a viable balance between commercial

profitability of the business and the interests of

the environment.”

The plant at Ranjangaon uses high efficiency glass for

windows and skylights, fly ash in the building’s bricks

and landscaping on the roof to name just a few of the

plant’s environmentally friendly features

While Bhargava has become something of a green

ambassador in the business world, he doesn’t

consider himself a “shaker” – someone warning

humanity about impending environmental disaster.

He said there are already enough “shakers.”

“I put two simple guidelines for my colleagues and I

to follow,” he says when asked about the development

of the plant in Ranjangaon. “One, don’t abuse nature.

Two, use nature.”

India’s green ambassador

The Cummins Generator Technologies plant at Ranjangaon.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 31 of 117 Pg ID 1085

Environment

Cummins New and ReCon Parts business,

which re-manufactures components and engines,

began operations at its new facility near Pune in

September 2009.

The ReCon plant, which shares a location with

Cummins Generator Technologies in Ranjangaon,

is one of three divisions of Cummins Technologies

India Limited (CTIL). CTIL is a 100 percent Cummins

owned legal entity in India.

Remanufacturing operations will introduce low

cost, high quality ReCon parts and engines to

domestic Indian markets. The remanufacturing

process gives new life to parts that might

otherwise be thrown away.

The plant “uses” nature in several ways. For example,

the facility features a wind tower to provide natural

ventilation, reducing both temperatures in the shop

and the heat load for the office air conditioning.

Treated “gray water” from the plant canteen and sinks

is used for landscape irrigation. And an aggressive tree

planting program with the goal of planting 3,000 trees

will help offset the facility’s carbon emissions.

After stints in both government and private industry

in India, Bhargava joined Cummins Power Generation

business in India in 2000. He became the leader of

Cummins Generator Technologies in 2003, where he

was asked to oversee the development of the new

factory in Ranjangaon.

Initially, the goal was establishing a world-class

factory using lean manufacturing concepts focused

on the needs of the customer and eliminating waste.

Bhargava and his colleagues decided to make it “lean

and green – something that seemed wholesome and

in line with Cummins stated values,” he said.

Now, Bhargava is quoted frequently on balancing the

needs of the environment with the needs of business.

He leads a national task force on establishing codes

for green factories in India.

“For us in corporate life, ‘lean’ is a business

compulsion, but ‘green’ is societal obligation,” Bhargava

says. “If long-term sustainability is a question mark in the

context of climate and environment changes, it has to be

addressed wholeheartedly by industry as a key member

of civic society. Hence we took this as part of our social

responsibility – one of the key values of our organization.”

ReCon plant opens in India

Environmentt

Further reducing our footprint

A second green factory in India was opened in

Pithampur in late 2008. This Turbo Technologies

plant incorporates many environmentally friendly

features in both its office environment (energy

efficient lighting, occupancy sensors) and the

shop floor (skylights, efficient air conditioning).

The building was designed to the land contour

of the site to minimize excavation, and materials

that were excavated were used in the construction.

Tim Solso cuts the ribbon on the new plant near Pune.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 32 of 117 Pg ID 1086

30 Cummins Inc. Sustainability Report 2010

Climate change

Early in 2007, Cummins formed a climate change

team to take both a strategic and tactical view of

climate change and sustainability at Cummins.

The team’s members, from across business units

and functions, represent facilities, product planning,

corporate strategy, environmental policy, supply chain

and government relations, among others.

The team has evolved into an active working group

that takes a very structured and results-oriented

approach to our 10 climate change principles developed

to meet the challenges of climate change going forward.

Six of these principles direct company actions for our

products, businesses, employees and communities,

while four of them shape our partnerships with

legislative and regulatory entities to develop sound

public policy. The outreach of the corporate group is

expanding to include forming business-specific and

regional working groups to address climate change.

Many examples of the working group’s efforts are

included elsewhere in this report:

The support of greenhouse gas regulation (GHG)

in commercial vehicles and collaborative work with

the EPA in developing future GHG regulation;

Engaging employees to reduce their carbon

footprints both at work and at home;

Closing in on our 25 percent facility GHG reduction

goal; and

Pursuing new business opportunities like hybrids

and combined heat and power systems.

Energy efficiency

The EPA’s Climate Leaders program offers a

rigorous approach to greenhouse gas reduction

that yields credible and consistently measurable

results. When Cummins committed to a 25 percent

GHG intensity reduction goal by 2010 from a 2005

baseline, we took the most comprehensive stance

possible, choosing to include in our baseline audit

all management-controlled entities worldwide.

A corporate Energy Efficiency Team with leaders

from each business unit and related environmental

functions drives the Company’s efforts to meet its

Climate Leaders goal.

The team manages the capital fund allocated

specifically for energy efficiency, analyzes proposed

capital projects for energy efficiency and greenhouse

gas reduction and tracks our progress toward our

Climate Leaders goals. Capital projects in our seven

identified energy efficiency themes have resulted in

annual energy savings of $11 million.

The team was also important in developing the

Company’s Energy Champions program and training

materials. Energy Champions and Energy Leaders are

energy experts at their sites and seek and carry out

low or no cost energy improvements. It is estimated

those improvements could save Cummins $10 million

to $15 million per year.

Practices

Cummins doesn’t just talk about environmental stewardship. The Company

puts its words into action. Here’s a look at some of the ways we ensure that

“everything we do leads to a cleaner, healthier and safer environment.”

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 33 of 117 Pg ID 1087

31Environment

Our ow

n p

roduct

s an

d p

roce

sses

Partn

ering with others Public policy effo

rts

Four principles shape

our efforts toward sound

public policy.

Six principles direct our

company actions for products,

businesses, employees and communities.

Business Unit Working Groups

focus on business-specific climate change initiatives.

Regional Working Groups

will tailor climate change strategies to their regions.

Policy advocacy in U.S. and globally to develop

sound public policy to address climate change.

ClimateChangePrinciples

Support

community

efforts

Grow and develop

new businesses

Improve

product

efficiency

Harness the

energy of employees

Make work spaces

green spaces

Accelerate progress

through incentives

Create a balanced

global approach

Promote

technology

development

Develop

responsible

regulations

Collaborate with

suppliers and

customers

In 2007, Cummins

formed a Climate Change

Working Group to take

both a strategic and tactical

view of climate change

and sustainability.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 34 of 117 Pg ID 1088

32 Cummins Inc. Sustainability Report 2010

Cummins Environmental Management System

Cummins Environmental Management System (EMS)

ensures a common approach to implementing Cummins’

environmental standards at its sites worldwide.

The EMS drives regulatory compliance and ongoing

environmental improvement projects reflecting site,

business unit and corporate priorities. Cummins

has incorporated the elements of the international

industry environmental standard ISO 14001 into its

EMS and submits the EMS registration to independent

third party auditing and verification with our global

registrar, Bureau Veritas Certification.

By the end of 2009, Cummins had 55 sites and the

corporate entity registered to the ISO 14001 standard

and expects to have the remainder of in-scope sites

registered by the end of 2011.

Lighting More efficient lighting

reduces operating costs

Power Management Powering down equipment

for energy savingsEnergy Recovery

Waste heat captured from

welding can be used elsewhere

Machinery & Equipment Reducing compressed

air use when possible

2004

2005

2006

2007

2008

2009

2010 – 2011

13 certified facilities

20

25

38

47

55

all 71 facilities in scope

Heating & Cooling Recirculating fan projects

Building Envelope Insulation keeps heat

from escaping

Fuel Usage Using less fuel in test cells

adds to GHG reduction

Seven ways our sites save energyThese themes provide structure for our energy reduction efforts.

Certified EMS enterprise sites

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 35 of 117 Pg ID 1089

Environment

Environmental objectives and targets

Each year, the Health, Safety and Environmental

Council agrees on objectives and targets for the

organization to ensure the improvement of Cummins’

environmental performance.

These corporate objectives are in addition to business

unit initiatives that are of special importance and address

a unique risk exposure or opportunity for that group.

In 2009, each business was asked to use Six Sigma

tools on a reduction project of their choice and to begin

to develop a water balance by identifying key uses of

water onsite.

The water balance analysis will help identify reduction

opportunities that support Cummins’ continuing focus

on water conservation. In addition, objectives and

targets have been set to generate organizational and

other support for GHG reduction and energy efficiency

initiatives across the organization.

At the end of 2009, the EMS was able to quantify

$2 million in savings and the following environmental

improvements as a result of the objectives and

targets completed:

8 metric tons of waste reduced

47 million gallons of water conserved

1,000,000 BTUs (British Thermal Unit)

of natural gas reduced

2.5 megawatts of electricity reduced

4,000 pounds of solvent usage reduced

Environmentt

Cummins Southern Plains implements

integrated Environment Safety System

Many sites at Cummins are developing integrated

health, safety and environmental systems to meet

both environmental and safety standards.

Cummins has developed a number of tools to support

these activities including integrated Corporate Health,

Safety and Environmental procedures.

Cummins Southern Plains, headquartered in Texas

with 10 branch locations, is our first distributor

in the corporate enterprise to implement such an

integrated system.

Having multiple locations across two states

required good communications and common

systems to achieve consistency and excel-

lence for health, safety and the environment.

Implementation teams set up at all branch

locations helped make the process smoother.

“Since all of our branches perform the same basic

functions, deploying the HSEMS (Health, Safety

and Environmental System) to all branches added

a lot of value for little additional effort at Southern

Plains,” said Charles Glynn – Southern Plains Health,

Safety and Environmental Leader. “Implementing a

formal HSEMS has allowed us to identify gaps in our

approach and significantly improved our safety and

environmental performance.”

“The environmental and safety management

system provides standardized processes to drive

continual improvement, while retaining site level

flexibility that is critical to address the diverse

challenges in the Distribution Business Unit,” said

Adam Tucker, Cummins Distribution Business Unit

HSE leader. “The achievement of Southern Plains

is significant as more distributors will move to

these systems.”

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 36 of 117 Pg ID 1090

34 Cummins Inc. Sustainability Report 2010

0

200

400

600

800

1000

2005 2006 2007 2008 2009

Electricity 444,905 450,784 451,597 433,211 388,415

Stationary combustion 169,264 177,671 177,961 190,938 171,412

Fugitive SF6, CO2 120,506 130,786 165,417 170,140 6,316

Mobile sources, other 29,199 30,460 30,494 31,772 30,880

Total GHG emissions

in thousands of metric tons CO2e

Greenhouse gas emissions

Cummins has achieved dramatic reductions in

greenhouse gas emissions due in large part to a

structured approach to energy efficiency. From

the end of 2005 to the end of 2009, Cummins

has decreased its actual greenhouse gas emissions

by 167,000 tons.

Our reduction goal, however, is an intensity goal,

which expresses GHG reduction per unit of sales.

Meeting an intensity reduction goal is typically harder

during a period of declining sales, which occurred

during the economic downturn starting at the end

of 2008, as plants were not running at full capacity.

Still, Cummins has achieved a 19.4 percent GHG

reduction since base year 2005, and is on track to

meeting its 25 percent goal.

In addition to energy reduction, site specific

reduction initiatives through the Environmental

Management System have yielded performance

improvements relative to non-GHG emissions, as

well as in wastes generated and resources used.

These metrics have generally held steady in spite

of substantial increases in production and sales

from 2006 through 2008 coupled with an increasing

number of reporting sites each year.

The year 2009 saw sharply declining sales from the

prior year. Although 2009 sales totals were similar to

sales in 2006, total water use and waste placed in

landfills were substantially lower in 2009 — evidence

that the Company improvement efforts are paying

dividends beyond any reductions associated with

decreases in production.

Water use in particular has been cut in half over

the reporting time-frame. Although recycled materials

are difficult to trend for improvements due to the

various influences on materials used in product and

packaging, Cummins has well-developed recycling

programs in all 55 Environmental Management System

(EMS) sites and most other non-manufacturing sites.

Efforts at better management of packaging are being

implemented within Cummins’ supply chain, which

will contribute to efforts to minimize wastes generated

associated with company operations.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 37 of 117 Pg ID 1091

35Environment

Percent c

hange in re

venue

Actual GHG emissions

Normalized GHG emissions

25%

0%

-25%

ON TRACK

2005 2006 2007 2008 2009 2010

GHG

reduction

GOAL

Since 2005, Cummins has

implemented 202 capital projects,

reducing annual GHG emissions

by 219,812 tons of CO2e, for an

annual savings of $11 million.

GHG emissions by country

United States 70%

United Kingdom 9%

India 6%

Mexico 3%

China 4%

Europe 2%

Other 6%

Emission Solutions 2%

Corporate 3%

Turbo Technologies 4%

Distribution 6%

Fuel Systems 7%

Power Generation 10%

Filtration 11%

Engine 56%

GHG emissions by business unit

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 38 of 117 Pg ID 1092

36 Cummins Inc. Sustainability Report 2010

10

0

20

2005 2006 2007 2008 2009

Total 13,432 16,010 16,645 18,588 15,012

5

15

25

35

2005 2006 2007 2008 2009

Plastic 296 399 752 930 796

Wood 11,157 16,478 21,966 17,874 13,471

Paper 287 359 452 435 508

Cardboard 7,513 8,444 9,777 10,992 10,704

20

0

40

60

80

100

120

2005 2006 2007 2008 2009

Copper and brass 331 552 1,394 674 582

Aluminum 1,015 877 665 1,127 748

Iron 112,344 115,293 113,045 104,974 78,839

.5

0

1

1.5

2

2.5

2005 2006 2007 2008 2009

Total water use 1,247,727,052 2,072,377,694 1,317,534,849 1,365,684,528 1,095,309,981

Significant discharges 1,013,908,131 1,806,549,812 1,059,347,098 1,193,712,064 749,978,113

Recycled metals

in thousands of metric tons

Other recycled materials

in thousands of metric tons

Landfill waste

in thousands of metric tons

Total water use

in billions of gallons

Lower sales in 2009 affected the volume of material recycled at Cummins locations.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 39 of 117 Pg ID 1093

37Environment

Here are excerpts from a conversation on

Cummins and climate change with President

and Chief Operating Officer Tom Linebarger:

Q. Why does Cummins care about

climate change?

A: Climate change is an important issue to

Cummins for several reasons. First, our mission

statement says that everything we do needs to

lead to a cleaner, healthier and safer environment.

And we’re concerned that climate change is a

serious threat to the environment.

Second, we can make a difference. The great

thing is our products can have a positive impact

on the environment, as can lowering the impact

of our facilities.

And third, our customers care about climate

change. They may not even know it yet, but

fuel economy is directly impacted by carbon

emissions. And fuel economy is a major cost

driver for most of our customers. They care

about how much fuel they use.

Q. What else can Cummins do?

A: There are 10 climate change principles which

really define how we want to address this issue.

And six of those 10 are things that the Company

can do to be more energy efficient on its own.

We can also do things related to how we involve

our employees, getting them involved in doing

energy savings everywhere including their own

homes. They feel good about it and so do we.

But also government can play a role, and

Cummins can help on that part.

Q. How can government play a role?

A: Four of our 10 climate change principles relate

to how we can help government think through how

to make responsible regulations in this area.

Responsible regulations help companies focus

on what we need to do and how to have an even

playing field and make sure we’re all competing

on the same basis. And we know a lot about that.

And by government ensuring that companies can

continue to trade internationally by promoting

technology at home and allowing companies

the opportunity to make sure that we can sell

those technologies abroad, we can also promote

U.S. industry.

We’ve seen that in environmental regulations for

air we have today. So Cummins has developed

leading technologies to meet air emissions. And

that’s allowed us to sell those technologies not

only in the U.S. but abroad and build jobs and

create positive economic activity in the U.S.

The same opportunity exists on climate change.

If we can be developing those technologies, we

have the opportunity to sell those technologies and

trade with other countries around the world using

those technologies to drive American industry.

Cummins and climate change

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38 Cummins Inc. Sustainability Report 2010

Cummins’ Darlington Engine Plant has been honored

by a prominent business group in North East England

for its environmental work in the region.

The 2009 Tees Valley One North East Business

Awards specifically recognized the plant’s community

work through its Environmental Management System,

the Unplugged Challenge and the 90th Anniversary

Environmental Challenge.

The Unplugged Challenge urged employees to

save energy during holiday shutdowns while

the Environmental Challenge encouraged

employees to work on community efforts to

improve local environments.

Children at Firthmoor Primary School (10-11 year

olds) learned about electricity reduction from a Six

Sigma project run by the Cummins Darlington staff.

The theme of the project: “Life without Electricity.”

Participants used “kill-a-watt” meters to measure

the amount of electricity used by various pieces of

equipment and then encouraged staff and pupils

to turn equipment off when not in use.

Darlington plant, environmental engineer recognized

British TV naturalist Professor David Bellamy helps the Darlington Engine Plant celebrate Cummins’ 90th Anniversary by visiting local

schools, colleges and charitable organizations to plant trees and participate in other environmental activities.

Cummins employees seek to engage students in energy

conservation in the Darlington area through programs like

the Cummins Energy Leaders of the Future initiative at

Firthmoor Primary School.

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39Environment

Cummins accepted into U.K. Carbon Trust

Energy efficiency efforts recognized

On April 1, 2010, the Carbon Reduction

Commitment (CRC) Energy Efficiency program

was enacted in the U.K., requiring approximately

5,000 companies to reduce their energy use and

receive a reward, or do nothing and pay a penalty.

For the first year, the CRC will reward those

companies that have been awarded the Carbon

Trust Standard (CTS). The CTS certificate

recognizes companies that can demonstrate

an effective energy management system, show

improving energy efficiency over the last several

years and pass site audits that focus on evidence

of energy management policies and programs.

Cummins’ award of the Carbon Trust certificate

will ensure the Company’s position on the upper

half of the CRC performance list and a monetary

reward in the first couple of years of the program.

Fewer than 300 U.K. organizations have achieved

the Carbon Trust standard.

When the program is fully operational, a carbon

emissions trading market in the U.K. will be

established. In the first few years the price is

fixed at £12 a metric ton of CO2, which means

about £600,000 for Cummins in the U.K., to be

deposited and returned six months later with

a monetary reward or penalty. The reward or

penalty increases over time and is based on

the company’s position on the performance

list reflecting their efforts in energy efficiency.

The Tees Valley awards panel also noted the number

of Every Employee Every Community projects the

engine plant had completed, including support for

campaigns to encourage bicycle use, garden

maintenance initiatives and a tree planting project.

The plant was also congratulated on its commitment

to reduce greenhouse gases. Darlington has seen

a 48 percent reduction in Carbon Dioxide (CO2)

through activities such as the Unplugged Challenge

(47 percent reduction in weekend consumption),

saving the facility £98k ($141,000) per year.

In a related award, Environmental Engineer Paul Hayes

was honored individually for his work both inside and

outside the plant by Cummins Health Safety and

Environmental Council.

Hayes shared the award with Pradeep Bhargava,

Managing Director of Cummins Generator

Technologies India.

Sadiq Khan (left), Minister of State for Transport for the United

Kingdom, meets with Paul Hayes (right), Environmental Engineer,

during Khan’s 2009 visit to learn more about the use of Cummins

diesel engines in public transportation and a campaign at the

facility to encourage bicycling as an alternative to driving.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 42 of 117 Pg ID 1096

40 Cummins Inc. Sustainability Report 2010

Science and Technology Advisory Council

In developing products to meet various standards, as well as

the demands of our customers, Cummins seeks advice and

counsel from its Science and Technology Advisory Council.

The Council, formed in 1993, has given the Company

access to some of the country’s leading scientific thinkers

and policymakers from the worlds of academia, industry

and government. The Council was restructured in 2010

to facilitate access to a broader group of international

specialists and align their expertise with the specific topics

being addressed by the Council at a particular time.

Permanent members are Chairman Dr. Gerald Wilson,

former Dean of Engineering at the Massachusetts

Institute of Technology, and Dr. Harold Brown, former

U.S. Secretary of Defense and former President of

the California Institute of Technology. Other senior

international scientists and engineers are invited to

participate as advisors depending on the topic.

The Safety, Environment and Technology Committee of

the Cummins Board of Directors advises senior leaders

and the technical leadership of Cummins regarding:

Environmental and technological strategies,

compliance programs and major projects as

they relate to the Company and its products.

Public policy developments, strategies and

positions taken by the Company with respect to

safety, environmental and technological matters that

significantly impact the Company or its products.

Progress of strategic environmental programs

and policies.

American Energy Innovation Council

Cummins Chairman and CEO Tim Solso has joined key

U.S. business leaders, including General Electric Co.

CEO Jeff Immelt and Microsoft Chairman Bill Gates to

create the American Energy Innovation Council,

a group advocating for development of clean energy

to boost the

nation’s economic

competitiveness.

The Council has called for more research into nuclear,

solar and wind power, fossil fuels and other energy

technologies. The council has also asked Congress to

create an energy strategy board charged with developing

and monitoring a national energy plan as well as over-

seeing what the executives call a new “Energy Challenge

Program” for large-scale demonstration projects.

The U.S. Department of Energy

In January 2010, Cummins received $54 million for

two projects aimed at improving fuel efficiency in

heavy-duty and light-duty vehicles. This award is the

latest chapter in the Company’s 20-year collaborative

partnership with the U.S. Department of Energy (DOE).

Previous Cummins programs funded by the DOE have

created both evolutionary and breakthrough technolo-

gies and analytical approaches, speeding up time for

commercialization of vehicles powered by advanced

combustion engines.

In 2007, Cummins introduced its 6.7 liter Turbo Diesel,

which met 2010 emissions standards three years

early. The 6.7 liter Turbo Diesel uses a Nitrogen Oxide

(NOx) Adsorber Catalyst, which was first developed

and demonstrated in collaboration with the DOE.

Partnerships

Cummins has long believed in the power of partnerships and that has helped

us meet our product and emissions goals and become more energy efficient.

Here’s a look at some of those partnerships.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 43 of 117 Pg ID 1097

41Environment

In December 2009, Cummins became a charter

member of the DOE’s Save Energy Now LEADERS

program. Cummins pledges to improve energy

efficiency at least 25 percent by 2015.

U.S. EPA

The EPA is charged with developing and enforcing

environmental regulations. By working with a trusted

business resource such as Cummins, the agency can

better match its technology mandates with realistic

timelines to meet those regulations.

Cummins has shared its perspective on a regulatory

framework that could also provide a useful structure

for technology assessment, improved fuel efficiency

and greenhouse gas reduction from medium and

heavy-duty commercial vehicles.

Duke Energy

Cummins has partnered with Duke Energy to find

energy efficiencies at Company facilities, receiving the

U.S. power company’s “2009 Power Partner” Award.

Duke provides power to several Cummins facilities

in the United States and also has a deregulated

energy services group that has partnered with the

Company on energy efficiency assessments, technical

standards, educational materials and dozens of major

capital projects.

Duke lauded Cummins for launching a corporate-

wide energy efficiency campaign. Duke conducted

detailed energy efficiency assessments at Cummins’

largest U.S. sites and helped identify nearly 1,000

potential capital projects.

Duke also helped Cummins develop new efficiency

standards for production equipment and facility

design, along with developing an Energy Champions

training program to improve energy use.

Sustainability reporting

For the past five years, Cummins has participated in

the Carbon Disclosure Project (CDP), an institutional

investor consortium that seeks to encourage greater

environmental reporting among companies. CDP asks

companies to provide details on their carbon emissions,

their positioning in response to the impact of climate

change on their markets and regulatory environment,

their use of energy and planning for the future.

In addition, Cummins is a member of the Business

Roundtable Climate RESOLVE (Responsible

Environmental Steps, Opportunities to Lead by Voluntary

Efforts), whose members have voluntarily committed to

reduce or offset greenhouse gas (GHG) emissions.

Cummins also is a member of the Business

Environmental Leadership Council of the Pew

Center on Climate Change and sits on the

President’s Council of Resources for the Future.

Jim Stanley, President of Duke Indiana (left), presents the

Power Partner Award to Ignacio Garcia, Chief Manufacturing

and Procurement Officer at Cummins.

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42 Cummins Inc. Sustainability Report 2010

Collaborating with customers for better performance

PowerSpec

This tool helps customers specify

the correct vehicle and electronic

parameters using inputs such as

gross vehicle weight, terrain, and

engine type to determine proper

axle and transmission configuration.

Fleet management

In addition to “active” features,

Cummins engines also have

a number of “information

features” where “trip” or

“duty cycle” information is

stored. Fleet managers can

analyze data for variations

between drivers or trucks,

look for trends and use the

data for driver coaching.

Greater fuel economy:

driver assist

Reduced vehicle speed saves

fuel. Road Speed and Cruise

Control Governors limit the

maximum vehicle speed while

Smart Torque allows high

torque in the top two gears,

minimizing the number of

down shifts required to

maintain speed.

Fuel economy reference library

Customers have access to

information resources describing the

best fuel economy configuration for

electronic parameters, transmission,

tires, axle ratio and other settings.

Greater fuel economy:

engine fine-tuning

Customers achieve greater

fuel economy through

optimization of duty cycles,

calibration and hardware as

well as Cummins’ help with

transmission integration,

accessory management

and down speeding.

Since 2004, Cummins has collaborated with its end user truck fleet customers

on 57 customer-focused Six Sigma projects, which saved 49 million gallons of fuel

and avoided 495,000 tons of CO2 emissions. That’s equivalent to taking 95,000 cars

off the road.

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43Environment

Customers and cogeneration

Another way Cummins partners with its customers

is on cogeneration.

Also known as Combined Heat and Power (CHP),

cogeneration is the production of two kinds of energy

— usually electricity and heat — from a single source

of fuel. Cogeneration can replace the traditional

method of supplying energy from multiple sources –

for example, purchasing electricity from the power grid

and burning natural gas or oil separately in a furnace

to produce heat or steam.

These methods can waste up to two-thirds of the

energy in the original fuel. With cogeneration, 70 to

90 percent of the energy in the original fuel is put

to productive use, and total energy savings can be

30 percent or more.

A cogeneration system normally consists of some kind

of machine turning an alternator to produce electricity

and a waste heat recovery system to capture the heat

from the exhaust and cooling water jacket.

Cummins Power Generation designs and builds

cogeneration systems used around the globe in various

applications. CHP applications include hospitals,

schools, sports complexes and commercial facilities.

Cummins has 430 MW of cogeneration installations

globally with an average project size of 2 MW.

These installations represent a greenhouse gas

reduction of about 500,000 metric tons of CO2 per

year for our customers.

Naturalgas plant

85% energy output

45%

15%

(U.S. Averages)

40%IN

Original fuel

source

OUTUsable heat

OUTHeat loss

OUTElectricity

Combined heat and power

CHP is an efficient choice. Up to

85% of the fuel consumed can be

turned into usable energy in properly

sized and operated systems.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 46 of 117 Pg ID 1100

44 Cummins Inc. Sustainability Report 2010

Cummins employees are working to reduce their

carbon footprint both at work and at home.

What started as a voluntary commitment to the EPA to

reduce greenhouse gases in 2006 has led to a series

of initiatives to improve energy efficiency that depend

on the skill and passion of Cummins employees.

Two successful Unplugged Challenge campaigns

to keep energy use to a minimum over site holiday

shutdowns at the end of 2008 and 2009 saved a

combined 1,900 tons of greenhouse gases from

being emitted and $1.2 million.

Smart capital expenditures on energy efficiency

projects have yielded excellent returns, but in a tough

economic climate, Cummins has excelled in creating

a culture of energy champions to do low or no cost

energy improvements.

The Company now has 85 trained Energy

Champions and their deputies who provide leadership,

coaching and mentoring on energy efficiency to site

Energy Leaders. The Energy Leaders are the energy

experts at their particular locations.

In addition, Cummins leaders have been on the road,

talking personally to employees about the Company’s

many opportunities to improve energy efficiency both

at its facilities and in its products.

Cummins employees embrace “envolvement”

Tower conserves millions of gallons of water

Cummins is no longer discharging

millions of gallons of water used to cool

the Company’s corporate headquarters into

a Columbus, Ind. waterway.

The Corporate Office Building (COB) occupies

three city blocks and can hold about 1,000 workers.

When the building was completed in 1982, three

ground water wells were installed around the

perimeter of the building.

The extracted groundwater was circulated through

the building’s heating and cooling system to

support the three chillers for air conditioning.

The original plan to re-inject the ground water

back into the aquifer failed, but since there was

no cooling tower to conserve and re-circulate the

water, the water was redirected to a storm sewer

that empties into a nearby river.

This solution was far from ideal. Not only did it

use a lot of water, it took a lot of time and effort to

monitor the discharges to meet the requirements

of the site’s discharge permit. In addition, the

well water caused the air conditioning system’s

mechanical equipment to deteriorate more quickly.

Cummins officials considered building a tower

several times, but cost and design challenges

proved too much to overcome until a more

aesthetically pleasing tower design was suggested.

The tower was completed in May of 2009 – 27 years

after the COB opened. The wells have been closed

and no more ground water – an estimated 22 million

gallons per month – is being discharged to the river.

Cummins is now purchasing water from the city

of Columbus to cool the COB, and that water is re-

circulated, reducing volumes significantly. With the

new cooling tower, water use is on pace to being

reduced to an average of 500,000 gallons per month.

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45Environment

India campus wins Chairman’s Award for energy efficiency

The Cummins India Limited (CIL) campus in Pune,

which is primarily engine business manufacturing,

won the 2010 Cummins Energy Efficiency Award

for its body of energy savings projects over the

past two years.

Those projects delivered a greenhouse gas

reduction of 1,507 tons and energy savings of

$118,000. The team also completed an energy

audit using Six Sigma tools that could save an

additional $122,000.

The CIL team was recognized for its work in

particular on two innovative projects – turning

waste heat into air conditioning for the shop floor

and the use of canteen waste by the biogas plant.

CIL installed a waste heat recovery system that

runs on exhaust heat coming from generators.

The system reduces water temperature to 7°C.

This water is circulated through fan coil units

installed in the machine shop areas to produce

an air conditioning effect.

The team also used the biogas generated from

thrown away, cooked food to fuel the cooking

of more food.

As part of the Envolved campaign,

John Wall, Cummins Chief Technical Officer,

met with more than 4,000 employees at

24 town hall meetings in the first half of

2010 to share Cummins’ views on climate

change, reducing energy consumption and

opportunities for employees to become more

engaged. In addition, his presentation was

videotaped and distributed to Cummins

locations around the world this spring.

The campaign is also helping employees

become aware of energy use in their own

homes and transportation. A tool on the

Company’s Energy Efficiency Web site

allows employees to measure their

personal carbon footprint.

Speaking to employees at the Cummins

facility in Fridley, Minn. this spring, Wall

said, “Climate change is a global problem

that will affect everyone and we won’t

solve it unless everyone gets involved.”

e

To find out how you can become Envolved in the fight against climate change, go to MyCumminsOur Company > Environment > Energy Efficiency.

I was “unplugged” before it was cool to unplug.

I’m John,

and I’m Envolved.

The “Envolved” campaign poster featuring John Forte,

Business Manager of Cummins Television Network.

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46 Cummins Inc. Sustainability Report 2010

Editor’s note: Cummins is engaged in a number

of significant partnerships on the key topics of

education, the environment and social justice/

improving the human condition.

Here’s a look at one:

Since it opened its doors in 1991 thanks to a

grant from the Cummins India Foundation,

Cummins College of Engineering for Women

(CCEW), based in Pune, India, has given more than

4,000 women the opportunity to pursue careers

in the male-dominated world of engineering.

With the opening of a new campus earlier this year

in Nagpur, school officials are striving to provide

the same opportunities for women hundreds of

miles away, across the Indian subcontinent.

“Higher education continues to be a focus

area for our foundation,” said Anant J. Talaulicar,

President, Components Group, Cummins Inc.

and Managing Director of Cummins India ABO.

“In line with this, we are humbled with the

opportunity of being able to support Maharshi

Karve Stree-Shikshan Samstha (MKSSS), helping

female students fulfill their educational aspirations

and become independent individuals capable of

making significant contributions to their families

and society.”

MKSSS is a 114-year-old Indian institution

dedicated to the cause of women’s education and

social progress. It runs more than 64 educational

establishments for women, including the CCEW.

Preference for enrollment at the college is given

to young women from disadvantaged sections

of society.

CCEW graduate Sayali Marathe began her career

with IBM in 2005, and then moved on to become

a senior consultant with Computer Sciences

Corporation. “CCEW,” she says, “has contributed

to my professionalism, communication and the

‘never-say-die’ attitude that makes us CCEW

students stand apart!” School officials hope

the expansion in Nagpur will lead to more

stories like Sayali’s.

Significant partnerships

Engineering college opens doors for women

Cummins College of

Engineering for Women

Pune and Nagpur, India

“ CCEW has contributed to my

professionalism, communication

and the ‘never-say-die’ attitude

that makes us CCEW students

stand apart!”

Sayali Marathe CCEW Graduate

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“The respect and recognition garnered by the College

in Pune encouraged us to look at expanding our

endeavors in Nagpur,” said Vishwas Deval, Chairman

of MKSSS. “We are grateful for the support and

funding that has been provided by the Cummins India

Foundation in helping us realize our efforts.”

The Cummins India Foundation, which contributed

50 million rupees ($1.1 million) toward the new Nagpur

campus, has pledged an additional 30 million rupees

($667,000) over three years, through 2012.

Cummins India’s support for the CCEW doesn’t

stop with financial contributions. It also offers

significant technical assistance to the college’s

Department of Mechanical Engineering, whose

degree program it helps promote. Cummins also

sponsors student projects, provides experts for

lectures, and fosters recruitment of students through

campus placement activities.

Companies recruiting at the CCEW have included

Cisco, Emerson, Honeywell, John Deere, Tata Motors,

Oracle, Microsoft, and Coca Cola — in addition

to Cummins.

Inside a classroom at Cummins College of Engineering for Women in Pune, which will celebrate its 20th anniversary in 2011.

Anant J. Talaulicar, President, Components Group and

Managing Director of Cummins India ABO, participates

in the dedication of the Nagpur campus earlier this year.

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The Pune campus, which opened in 1991, has

more than 400 students. In addition to offering under-

graduate courses in Mechanical Engineering, which

started in 2007, the college’s curriculum includes

courses in Electronics and Telecommunications,

Computer Engineering, Instrumentation and Control,

and Information Technology. Last year, Cummins

welcomed 35 interns from the college.

The Nagpur campus accepted 240 students

initially, 60 in each of the four degree programs

it offers—Information Technology, Mechanical

Engineering, Computer Engineering & Electronics

and Telecommunications.

College officials hope to expand in the coming years.

For example, the current hostel connected to the

college is home to about 180 women. There are plans

to increase that to 700 over the next three years.

The new Cummins College of Engineering for Women campus in Nagpur.

More than 4,000 women have attended the Cummins College of Engineering for Women. Women from disadvantaged sections

of Indian society are given preference for enrollment.

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49Community Partnerships

The Cummins Collage of Engineering for Women

partners with Rose Hulman and Purdue Universities

in Cummins’ home state of Indiana. Outstanding

young women engineers from CCEW are invited to

attend these universities on scholarships to pursue

their master’s and doctoral studies.

To date, 31 students have taken advantage of

the program, supported through the Cummins

India Foundation. Cummins actively recruits

Purdue and Rose Hulman students to add to

its engineering staff.

Partnering with Purdue, Rose Hulman

Cummins College of Engineering for Women

Location: Pune and Nagpur, India

Mission: To develop women professionals who are

academically and technically sound with a strong

work ethic.

History: Founded in

1991 with a grant from the

Cummins India Foundation.

The college is run by

Maharshi Karve Stree-

Shikshan Samstha (MKSSS),

a 114-year-old Indian institution dedicated to the

cause of women’s education.

Special features: The school recently opened a

second campus in Nagpur.

Cummins involvement: In addition to financial

support, Cummins contributes technical expertise,

experts for lectures, and programs to aid placement.

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50 Cummins Inc. Sustainability Report 2010

Governance lays foundation

for business success

Cummins believes strongly that business

success starts with good governance.

Good governance, in turn, is built on polices and

procedures that promote ethical behavior by

Company leaders and employees and

responsiveness to all stakeholders – shareholders,

employees, suppliers, customers, communities,

regulators and broader society.

Cummins is guided by the Company’s Code of

Conduct and 10 Statements of Ethical Principles.

These principles guide a host of initiatives designed to

help Cummins navigate the complexities of the global

marketplace. Cummins’ 10 Ethical Principles are:

1 We will follow the law everywhere.

2 We will embrace diverse perspectives and

backgrounds and treat all people with dignity

and respect.

3 We will compete fairly and honestly.

4 We will avoid conflicts of interest.

5 We will demand that everything we do leads

to a cleaner, healthier and safer environment.

6 We will protect our technology, our information

and our intellectual property.

7 We will demand that our financial records and

processes are accurate and that our reporting

processes are clear and understandable.

8 We will strive to improve our communities.

9 We will communicate with honesty and integrity.

10 We will create a culture where all employees take

responsibility for ethical behavior.

Highlights

Ten ethical principles guide Cummins.

Ethics investigators ensure principles are upheld.

International technical talent added to Cummins Board of Directors.

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51Corporate Governance

On-line training

A key way Cummins puts these principles into

action is through 10 on-line compliance training

programs targeting appropriate employee groups.

The training includes:

Cummins Code of Business Conduct

The Treatment of Each Other at Work policy

Export Controls

Anti-bribery/Foreign Corrupt Practices Act

Antitrust

European Union Competition

Careful Communication

Intellectual Property

Managing within the Law

Lobbying and Political Action

Compliance training (2009)

Course Enrolled Completion rate

Code of Conduct 16,219 97%

Treatment of Each Other 16,188 98%

Anti-bribery 11,394 92%

Export Controls 10,930 85%

Antitrust 3,608 99%

EU Competition 1,139 99%

Careful Communication 12,395 98%

Intellectual Property 3,176 98%

Lobbying and Political Action 331 100%

Managing with the Law 223 91%

Indiana Gov. Mitch Daniels (left) and Cummins’ top official in China, Steve Chapman (right), examine a hybrid transit bus powered by a

Cummins Euro IV ISB engine in Hangzhou, China, the provincial capital of Indiana’s sister province Zhejiang. The governor led a delegation

from Indiana on a six-day visit to China in the fall of 2009.

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52 Cummins Inc. Sustainability Report 2010

The Company’s policies and processes in these

areas are periodically updated. The Treatment Policy,

for example, was revised in 2009 to provide more

guidance on manager-subordinate relationships.

Both the Export Controls and Anti-Bribery/Foreign

Corrupt Practices Act courses were updated in 2009

and offered to targeted employees to make sure they

had up-to-date information.

In 2010, Cummins started an 11th Internet-based

compliance course that provides Information

Protection training. The course covers sending

classified or confidential data by email, protection

of electronic identity, acceptable use of the Internet,

telecommuting and reporting procedures.

Ethics violations, reporting and investigations

In addition to training, Cummins has a global team of

Master Investigators who investigate ethics complaints

and make sure that appropriate action is taken in a

timely fashion.

In 2009, the Company investigated 699 ethics-

related complaints compared to 541 in 2007 and

682 in 2008. Of those cases investigated in 2009,

53 percent resulted in a finding that the complaint

had some merit and 36 percent of those resulted

in employee termination.

Complaints of unprofessional behavior and those

grouped into the category of Human Relations

accounted for more than half of the total ethics

cases investigated in 2009.

The Company believes employees are becoming more

comfortable with Cummins’ reporting and investigation

process. The EthicsPoint system used at Cummins

allows employees around the world to report concerns

either through toll-free telephone numbers or on-line.

Both services are available in multiple languages.

Employees can report concerns anonymously where

allowed by law, but only 30 percent of the reports in

2009 were made that way. Most employees feel

confident enough in the process to report by name.

Those reporting about any topic are protected under

the Company’s anti-retaliation policy.

Cummins’ average closure of ethics cases in 2009

was under the Company’s goal of 24 days. A Six

Sigma project is being implemented in 2010 that

seeks to lower the goal to 15 days.

The Company closely monitors complaints. Each

quarter, Business Unit leaders receive an update on

complaints in their regions. Chairman and CEO Tim

Solso also receives an update, and an annual update

is reviewed by the Audit Committee of the Cummins

Board of Directors.

Ethics certification process

During the fourth quarter of 2009, 12,655 employees

completed their annual Ethics Certification. Employees

certified their compliance with the Company’s Code

of Business Conduct and underlying policies and

reported any exceptions to Company policy. Internal

Audit and Cummins Law Department reviewed all

exceptions to ensure they were documented and

investigated according to Company policy.

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53Corporate Governance

Supplier Code of Conduct

Cummins wants to do business with companies that

share its values. The Company’s Supplier Code of

Conduct includes provisions banning child or forced

labor, respecting employee rights and providing a safe

workplace for employees.

The Supplier Code was updated in 2009 to align with

Cummins’ own internal Code of Conduct, making it

clear that the Company holds suppliers to a higher

standard than just compliance with local laws.

Cummins’ purchasing department solicits a

response from suppliers on their conduct codes

and addresses any areas of concern. If the Company

has a contract with a supplier, the Supplier Code of

Conduct is included in the legal agreement.

The code has been translated into more than a dozen

languages. By the end of 2009, Cummins had sent it

to more than 6,000 suppliers with 98 percent reporting

that they were in compliance.

Joint venture relationships

In a number of instances around the world, Cummins

does business through alliances with business partners

and joint venture agreements to increase market

penetration, streamline supply chain management,

expand product lines and/or develop new technologies.

Regardless of whether Cummins directly manages

these alliances and joint ventures, the Company takes

appropriate steps to ensure they share Cummins’

values. Cummins screens potential partners carefully

and only initiates a joint venture with partners whom

Company leaders know and trust. The Company

makes sure Cummins’ values are included in a joint

venture by making them a part of the negotiations and

by ensuring Cummins employees are included on the

joint venture’s board of directors.

In 2009, all North American joint-venture partners

and distributors adopted Cummins’ Code of Business

Conduct or substantially similar codes embodying

the same principles.

Challenges ahead: Governance and Risk Management

Ethics investigations: The average closure

of ethics cases at Cummins was under the

Company’s goal of 24 days in 2009 but a Six

Sigma project being implemented in 2010 seeks

to lower the goal to 15 days.

Economic forecasts: Cummins wants to develop

a better way to predict when economic downturns

will end so the Company can be more precise in

planning for production increases. Some

manufacturing plants saw significant swings

in demand from quarter to quarter in 2009 and

early 2010.

Business Continuity Plans: Cummins wants to

continue implementing Business Continuity Plans at

our most critical sites, working with site leadership,

which will assume responsibility for updating them.

Here are three areas in Governance and Risk Management that Cummins

will be working to improve in 2010:

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54 Cummins Inc. Sustainability Report 2010

Cummins is governed by a nine-member Board of

Directors. Seven of the nine directors are independent

of the Company. Cummins Chairman and CEO

Tim Solso and President and Chief Operating Officer

Tom Linebarger are the only Cummins employees

on the Board. Each Board Director must stand for

election annually.

In 2010, Robert Darnall, retired Chairman and CEO

of Inland Steel Industries, retired from the Cummins

Board after serving for 21 years. The Board welcomed

a new member, Dr. Franklin Chang-Diaz, Founder,

Chairman and CEO of Ad Astra Rocket Company

and former NASA astronaut. (To learn more about

Dr. Chang-Diaz, go to page 56)

About the Board

The Board of Directors represents and protects the

interests of the Company’s stakeholders. The Board

has the legal responsibility for overseeing the affairs

of the Company, including:

Adopting corporate governance principles consis-

tent with the Company’s Vision, Mission and Values.

Exercising sound and independent business

judgment with respect to significant strategic

and operational issues.

Advising senior management.

The board monitors:

The performance of the Company.

The performance of senior management.

The effectiveness of internal controls and

risk management practices.

Compliance with all applicable laws and regulations.

Communications and relationships with stakeholders.

Cummins Board of Directors has six standing committees:

Executive Committee

Audit Committee

Compensation Committee

Governance and Nominating Committee

Finance Committee

Safety, Environment and Technology Committee

The Company complies with all New York Stock

Exchange and regulatory requirements concerning

the membership of certain committees.

Internal Audit

Cummins’ Internal Audit department provides

the Board of Directors and management with

independent, objective information on the

performance of the Company’s control environment.

The Executive Director – Internal Audit reports to the

Audit Committee of the Board of Directors. In 2009,

Internal Audit published 94 audit reports and memos.

Internal Audit has a formal follow-up process to

ensure management has addressed identified risks

and implemented corrective action. A business unit

leader must present a corrective action plan directly

to the Audit Committee of the Board of Directors

when a function or business receives an

“Unacceptable” audit grade.

Cummins Board of Directors

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55Corporate Governance

Robert J. Bernhard

Vice President for Research and

an engineering professor at the

University of Notre Dame.

He joined the Board in 2008.

Franklin R. Chang-Diaz

Founder, Chairman and

CEO of Ad Astra Rocket

Company, a U.S. spaceflight

engineering company based

in Houston, Texas. He joined

the Board in 2009.

Robert K. Herdman

Managing Director of Kalorama

Partners, LLC, a Washington,

D.C. – based consulting firm.

He joined the Board in 2008.

Alexis M. Herman

Chairman and CEO of New

Ventures, LLC, a corporate

consulting company. She joined

the Board in 2001 and currently

serves as Lead Director.

N. Thomas Linebarger

President and Chief Operating

Officer of Cummins Inc.

He joined the Board in 2009.

William I. Miller

Chairman and CEO of Irwin

Management Co., a Columbus,

Ind. private investment firm.

He joined the Board in 1989.

Georgia R. Nelson

President and CEO of

PTI Resources, LLC, an

independent consulting firm.

She joined the Board in 2004.

Theodore (Tim) M. Solso

Chairman and CEO of Cummins

Inc. since 2000, after serving as

Company President since 1995.

Carl Ware

Retired Executive Vice President,

Public Affairs and Administration,

the Coca-Cola Co. He joined the

Board in 2004.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 58 of 117 Pg ID 1112

56 Cummins Inc. Sustainability Report 2010

Dr. Franklin Chang-Diaz, Chairman and CEO of Ad

Astra Rocket Company, joined the Cummins Board

of Directors in December 2009. The native of Costa

Rica is the Company’s first foreign-born board

member and brings a wealth of technical expertise

to Cummins. Prior to forming his own company in

2005 to commercialize a plasma rocket technology

he helped to develop, Dr. Chang-Diaz worked at NASA

for 25 years, during which time he flew seven missions

on the Space Shuttle. In May 2010, Dr. Chang-Diaz

sat down and shared his early impressions of

Cummins and the role he hopes to play as a Director.

Q: How were you introduced to Cummins?

A: I actually met (Cummins Chairman and CEO)

Tim Solso at EARTH University last year when he

came to visit the west campus (in La Flor, Costa Rica).

He also visited my rocket facility there. It was pretty

much instant chemistry.

I have been aware of Cummins engines for most of

my life. My father worked in construction, so I knew

the Cummins name since I was a young boy. I even

took some of the engines apart and put them together

when I was young.

About two months after we first met, Tim brought

a group of about two dozen top Cummins leaders

to visit our facility in Houston, and there was a lot of

interest in what we were doing. When I was asked to

consider joining the board, I was humbled and excited.

Q: What attracted you to the idea of being a Director

at Cummins?

A: I have always been interested in energy and power.

In fact, there are a lot of synergies between rocket

technology and power. Cummins has a tremendous

amount of technology that is poised to make a

difference in a changing world. I am really excited

to be joining at this important time.

Q: So, you see parallels between your work with

rocket technology and space travel with what

Cummins does?

A: Yes, especially when it comes to power

generation and materials. In my company, we

deal with fluids and materials that get very hot.

It’s the same thing that happens inside an internal

combustion engine.

That requires very advanced materials and very

advanced thermal management strategies. So there’s

a tremendous amount of synergy between the kind of

things I have been doing and what the company does.

Who knows, we could see Cummins materials on the

moon or Mars in the future (chuckling).

For Chang-Diaz, it is rocket science

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 59 of 117 Pg ID 1113

57Corporate Governance

Q: You are very active in an ambitious economic and

social development effort in Costa Rica, called the

21st Century Strategy. Can you talk about that a bit?

A: For the last four years, I have been involved with a

very large group of scientists, politicians and thinkers,

and we have developed something of a master plan.

The whole concept is to make Costa Rica a first-world

country by the middle of this century.

Costa Rica is a very small country, but it is a country that

has a lot of future and ambition. It is a country that has

all the ingredients to achieve success. Politically, it is very

stable and economically it is very diversified. It is also a

country that has invested a great deal in education.

But, there are still a lot of needs. There is still a

great deal of poverty and a widening gap between

the rich and poor.

Our role is like that of a flight controller. All these

projects are funded by some other group, but we

act like a very large radar screen and monitor them.

Our role is to make sure they all fly in the right direction

and nobody crashes.

Q: Have you found your work with the strategy

group to be good fit for Cummins’ interests in

corporate responsibility?

A: Yes. Tim is interested in diversity, in new ideas and

reaching out to the developing world and he is very

interested in education. All these things are in concert

with the work the 21st Century Strategy group is

doing. There aren’t many companies that see the big

picture and care as much about improving the world

around them as Cummins does.

Q: What does being an effective board member

mean to you?

A: I have a certain background that gives me a set

of skills that aren’t better or worse than other board

members, but are different. I hope that difference will

allow me to identify or see certain things that might

improve the company or might contribute to making

the company more effective, more prosperous …

make it a better company.

Dr. Franklin Chang-Diaz

Title: Chairman and CEO of Ad Astra Rocket

Company. Member, Cummins Board of Directors

(December 2009).

Education: Bachelor of Science degree in

mechanical engineering from the University of

Connecticut in 1973. Doctorate in applied plasma

physics from the Massachusetts Institute of

Technology in 1977.

Career: Dr. Chang-Diaz began working on rocket

propulsion shortly after getting his doctorate at

MIT. He worked as a visiting scientist with the MIT

Plasma Fusion Center from 1983 to 1993, and

then served as Director of the Advanced Space

Propulsion Laboratory at Johnson Space Center

until 2005 when he founded Ad Astra.

In space: Chang-Diaz became an astronaut in

1981. He was in space seven times (1986, 1989,

1992, 1994, 1996, 1998, and 2002), logging more

than 1,600 hours in space, including 19 hours and

31 minutes in three spacewalks.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 60 of 117 Pg ID 1114

58 Cummins Inc. Sustainability Report 2010

Cummins believes risk management is a key component

of sustainability. By managing risk effectively, the Company

can enjoy the kind of financial success that enables it to

engage in initiatives such as strengthening communities.

In 2009, the Company expanded its risk management

efforts to include supplier financial health, customer

financial health and health pandemics. The Risk

Management staff developed a risk dashboard for

the Board of Directors to help them monitor the

Company’s efforts in these important areas.

Business Continuity Plans

In the past year, there have been earthquakes in China,

Haiti and Chile and a flood in Nashville, Tenn. Those

disasters impacted some of Cummins distributors

and served as a reminder of the importance of risk

management and emergency planning.

In 2009, the Risk Management staff, working with site

leadership, completed Business Continuity Plans for

more than 80 Cummins locations. These plans include

detailed information on crisis communications,

operational recovery and emergency preparedness.

Business Continuity Plans updated for more than 80 Cummins locations.

Information Risk Management strives to protect Cummins’ digital resources.

New Web site supports Cummins’ international travelers.

Ownership of the plans has been transferred to

local site contacts who will update them on an annual

maintenance schedule.

To protect Cummins’ supply chain against similar

risks, suppliers have also been asked to create and

maintain their own Business Continuity Plans.

Information risk management

As computers and digital information become

more important, so does global information risk

management. The mission of Cummins’ Information

Risk Management (IRM) program is to reduce and

mitigate information risks and secure Cummins

information with practical and appropriate business

solutions based on risk assessment.

IRM identifies, analyzes, prioritizes and develops

mitigation strategies to address the top information

risks for Cummins. It also supports regulatory

compliance activities through updates to information

security policies and procedures and manages the

IT security infrastructure that protects Cummins

information assets.

The team also responds to attacks against the

Company’s information assets and works to limit

any impact to the business.

Managing risks key to sustainability

“ Companies with policies and procedures

in place to manage risk effectively are

much more likely to survive a significant

event than those that don’t or whose plans

are incomplete,” said Brian McBroom,

Cummins Director of Risk Management.

Highlights

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59Corporate Governance

Cummins started an Internet-based compliance

course in 2010 that provides information protection

training. The course covers such topics as sending

classified or confidential data by email, protection of

electronic identity and acceptable use of the Internet.

International travel

As a global company, Cummins works with

customers in countries and territories around the

world. Global travel is a key part of many employees’

jobs. Travel management is crucial to reducing risk

to the Company.

Working closely with global travel management

companies and security intelligence suppliers,

Cummins is able track and monitor the Company’s

global travelers. Cummins is updated on the latest

developments worldwide, whether they involve the

risk of an insurrection in an unstable region or the

status of a viral outbreak.

Cummins has established a new Web site on the

Company’s intranet to help employees traveling

internationally. The site links employees to iJET

Intelligent Risk Systems, which provides around-the-

clock medical, security and travel support to help

employees as part of the Company’s Travel Smart

Travel Safe initiative.

Pandemic planning

Concerns about H1N1 influenza in 2009 and 2010

served as a reminder of the importance of pandemic

planning, especially for a global company like Cummins.

Cummins has taken extensive steps to ensure the

health and safety of employees as well as the continued

functioning of the Company. Cummins formed a

Pandemic Planning Team to help create a strategic

response plan to the pandemic.

To learn more about Cummins’ response, please see

the story on page 61.

Government relations

and political activity

Cummins maintains an office in Washington, D.C.,

to coordinate government relations activities and

monitor changes that might have a significant impact

on the Company, such as energy policy, environmental

legislation, taxes, trade and transportation policy to

name just a few.

The Company belongs to a number of trade

organizations to further its business interests.

These organizations help Cummins by leveraging the

Company’s resources with other companies on issues

where we share similar interests. While Cummins might

not agree with the positions these associations take on

every issue, the Company believes participating in these

groups helps ensure the Company’s voice is heard.

A Company shuttle provides air service for interplant travel

between Columbus, Ind. and seven other U.S. cities including

Jamestown, N.Y.; Charleston, S.C. and Nashville, Tenn.

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60 Cummins Inc. Sustainability Report 2010

In 2010, Cummins strengthened its current policy

banning political contributions using corporate funds

to candidates, political parties or independent

expenditure campaigns.

Political contributions are still made by the Cummins Inc.

Political Action Committee (CIPAC), but the committee

is funded solely by voluntary employee contributions.

CIPAC makes contributions to candidates on a

bi-partisan basis after review and approval by CIPAC’s

Executive Committee and according to federal law.

For a complete list of the political action committee’s

contributions to candidates, go to www.fec.gov.

Lobbying

Here is a list of the trade organizations that Cummins

paid dues to in excess of $50,000 during calendar

year 2009 and the U.S. Chamber of Commerce,

which fell below that $50,000 threshold. Listed with

each entity is Cummins’ estimation of the portion of

these dues used by the organization for lobbying or

other political expenditures.

Group Amount for lobbying

The American Trucking Associations $11,930

The Business Roundtable $35,718

The Diesel Technology Forum $1,250

The Engine Manufacturers Association $12,800

The National Association of Manufacturers $21,012

U.S. Chamber of Commerce $10,000

Cummins PAC

The Cummins Inc. Political Action Committee (CIPAC) is

governed by corporate policies and by-laws that state:

All CIPAC contributions are strictly voluntary.

The Company will not reimburse employees directly

or indirectly for political contributions.

Employees will not be pressured to contribute to CIPAC

or make any other personal political contribution.

A decision not to contribute to CIPAC shall not

disadvantage anyone in any way.

Contributions to political candidates and political

organizations are based on the following criteria:

Public integrity of the candidate.

Representation of a Cummins facility or employees.

Support for issues of importance to Cummins.

Timely and effective constituent service.

Political leadership or organization.

Support for our core values.

All of our political activities are disclosed to the

Cummins Board of Directors in an annual political

contribution report.

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61Corporate Governance

While the 2009 outbreak of H1N1 influenza didn’t

hit as hard as many feared, it provided a good

opportunity for global companies like Cummins

to test their response plans.

The Company already had a pandemic plan in place

based on an earlier threat of avian flu. A new H1N1

team just had to adapt it to the new conditions.

A year ago this spring, H1N1 was very much on

people’s minds. The virus, first widely reported

in Mexico, seemed to be striking the young and

healthy. Anxiety grew in workplaces across the

world whenever anyone sneezed. In June 2009,

the World Health Organization classified the

outbreak as a global pandemic.

Cummins moved quickly to produce and

distribute posters describing symptoms of H1N1

influenza along with tips on preventive hygiene.

These posters were translated and placed at the

entry points of Cummins facilities everywhere.

Employees and visitors were urged to screen

themselves and to stay home if they displayed

symptoms.

At Cummins and elsewhere, people changed their

behaviors at work, sneezing into their elbows and

making liberal use of hand sanitizer, which is still

available at the entrance to many Company facilities.

To determine the appropriate local response to

H1N1, Cummins cued off of the World Health

Organization’s pandemic levels, translating these

levels into specific actions for Cummins managers.

The team created response stages corresponding

to the intensity of local conditions and arranged

for all major facilities to receive up-to-date medical

and travel information.

It was also important to adhere to local rules and

regulations. For example, at Cummins facilities in

Mexico the government asked businesses to close

in the early stages of the pandemic.

A Six Sigma team was launched to refine and

improve the Company’s approach to pandemics.

A diagram now details several specific activities

and responsibilities

for each

department in

the event of a

pandemic. These

steps will prepare

Cummins for new

H1N1 issues should

the flu return in

the winters of

2010 and 2011 as

some predict, as

well as any future

pandemics.

The pandemic team

The pandemic team was led by Brenda Ball,

Executive Director - Global Compensation &

Benefits, and also included:

Theodosia Rush, Director - HR Strategy

Rob Norris, Corporate Communications Manager

Kelli Smith, Corporate Safety Manager

Jill Olds, Director - Health Care Strategy

Pat D. Breeden, Global Travel Director

Shelley Stewart, Executive Director –

Global Security

Dr. Marianne Lindroth

Flu outbreak puts pandemic plan into action

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62 Cummins Inc. Sustainability Report 2010

Editor’s note: Cummins is engaged in a number

of significant partnerships on the key topics of

education, the environment and social justice/

improving the human condition.

Here’s a look at one:

With more than 800,000 residents and double-digit

unemployment, Soweto in South Africa can be a

pretty daunting place to grow up.

But the Ithemba Institute of Technology offers

a little bit of hope in the impoverished township

along with the job skills necessary to lift youth

out of poverty.

Ithemba founder Uzendt Peters, a public school

teacher, saw the gap growing between students

who finished school and a job market that was

skills-dependent.

He converted a run-down school into the institute

and brought in companies like Cummins to help

with the curriculum. Ithemba is now filling that

skills gap and at the same time, helping to make

dreams of a better life come true for a growing

number of Soweto residents.

“Our committed involvement in Ithemba is a clear

win-win for all,” says John Shuttleworth, Cummins

Aftermarket Director in South Africa who has

worked closely with Ithemba. “Not only do

the students get hands-on, relevant training,

education and apprenticeships, we get the diesel

mechanics with the knowledge and experience

we need.”

Ithemba is divided into three parts – a FET (Further

Education and Training) school for grades 10-12,

a FET college that teaches technical skills, and

an adult college with evening classes. The school

teaches skills in welding, diesel mechanics,

electrical engineering, fitting and turning,

and hydraulics.

“South Africa has seen a severe drop in

apprenticed artisans – in 1975 the numbers were

around 33,000,” Shuttleworth said. “In 2007, the

numbers had dropped to 1,500. The engineering

industry faces a critical shortage of skilled diesel

mechanics, particularly in the mining sector. It’s up

to big industry players like Cummins to invest in

addressing this now, or face major HR difficulties

in the near future.”

Significant partnerships

Ithemba’swin-win proposition

Ithemba Institute

of Technology

Soweto, South Africa

“ Our committed involvement in Ithemba

is a clear win-win for all. Not only do the

students get hands-on, relevant training,

education and apprenticeships, we get

the diesel mechanics with the knowledge

and experience we need.”

John Shuttleworth Cummins Aftermarket Director

South Africa

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Cummins has been working with Ithemba since

Peters approached the Company at the outset of the

project in 1991. In 2009, The Cummins Foundation

pledged financial support of $325,000 to match other

fundraising to help the school become sustainable.

The Company also works with Ithemba through

its Every Employee, Every Community program

and on learning opportunities like apprenticeships,

“Take a Girl Child to Work Day,” motivational speeches

and job shadows.

Eighteen-year old Mmabatho Kekana spent three

years as an Ithemba student before she chose to

become a diesel mechanic (DM) learnership student

and get the practical knowledge required for an

apprenticeship. In just six months, she learned how

to strip and rebuild three diesel engines.

Kekana sees a world of career possibilities in her future.

“There’s a huge shortage of DMs in South Africa, and

South Africa is definitely where I want to be. I know I’m

lucky to know what I want so young. A lot of people in

my neighborhood are really confused, and it shows,”

Kekana said.

“Passion for your work is really important if you want

to be successful but you need to know what it is

you’re passionate about first – that’s the hard bit,”

Kekana added.

Pamela Carter, Vice President – President of the

Distribution Business, visited Soweto last year,

where she officially opened a mechanical workshop

for students. The workshop includes state-of-the-art

tools and equipment.

“I am both humbled and excited,” Carter said during

the opening.

“From a Company taking 20 years to make a profit to

a multi-national leader in power generation and related

fields, Cummins hopes to be in partnership with

Ithemba for a long, long time,” she said.

Ithemba Institute of Technology

Location: Soweto, South Africa

Mission: Educate students in impoverished Soweto

so they can get jobs in modern manufacturing.

History: Started by a former teacher, Uzendt Peters.

The school is now supported by several industries in

the area like Cummins.

Special features: By working closely with

manufacturers, Ithemba aligns its curriculum to include

classes on the skills most needed by the industry so its

graduates are ready.

Cummins involvement: Cummins contributes

money, expertise and employee volunteer time. Beyond

financial support, examples include apprenticeships,

job shadows, motivational speeches and more.

Pamela Carter, Vice President – President of the Distribution

Business, helps officially open a new mechanical workshop for

Ithemba students in the fall of 2009.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 66 of 117 Pg ID 1120

64 Cummins Inc. Sustainability Report 2010

Corporate responsibility:

building stronger communities

The ways that Cummins employees help strengthen their

communities are as varied as the employees themselves.

Often working in concert with The Cummins Foundation,

one of the oldest corporate charities in the United States,

they initiated projects over the past year to:

Extend electricity to a remote village in India.

Raise environmental awareness in China.

Support a technical school for impoverished

students in South Africa.

Improve the financial stability of a historically

black college in Memphis, Tenn.

Community involvement is nothing new at Cummins.

Next year, for example, the Clessie Cummins Health

Clinic outside São Paulo, Brazil will celebrate 20 years

serving the residents who live in the community of

Guarulhos near a Cummins plant.

Cummins employees worked on hundreds of

projects in 2009 to fulfill the Company’s Corporate

Responsibility Value to “serve and improve the

communities in which we live.”

Longtime Chairman and CEO J. Irwin Miller, who led

Cummins for nearly 40 years, believed passionately

that a company is only as strong as the communities

where it does business. Our Corporate Responsibility

value has evolved since then to become more global

but Cummins’ core beliefs have not changed.

The Company helps build stronger communities today

through Cummins’ network of more than 150 employee-

led Community Involvement Teams around the world

and the Every Employee Every Community (EEEC)

program, which allows employees to be paid for up to

four hours of community work. Fifty-three percent of the

Company’s employees participate in EEEC, donating

over 70,000 hours annually. Despite difficult economic

conditions, United Way participation by Cummins

employees in the United States increased to an all-time

high in 2009, reaching 55 percent.

Highlights

Cummins supports hundreds of community involvement projects around the world.

The Company is extending its Environmental Challenge to get more employees engaged in “green” projects in 2010.

Cummins focuses its corporate responsibility efforts on three priority areas: the environment, education and social justice/improving the human condition.

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65Corporate Responsibility

Cummins is also active philanthropically, both as a

company and through The Cummins Foundation,

as well as its philanthropic affiliates, the Cummins

India Foundation and the Philanthropic Association

of Cummins in Mexico.

Cummins encourages Company leaders to get

involved in their communities and to practice

responsible decision making by weighing the

potential impact of their actions on all stakeholders

including those in their home communities.

“At Cummins, we believe our Company has an

obligation to improve the communities where it does

business, working together with other stakeholders

to solve problems,” said Jean Blackwell, Executive

Vice President of Corporate Responsibility.

“We want a long-term relationship with these

communities and any long term relationship is built

on trust. We see corporate responsibility first and

foremost as building the trust necessary so we can

be an effective partner in problem solving.”

Meeting our goals

Last year’s Sustainability Report outlined several key

goals for corporate responsibility, including:

Improving global engagement to reflect the growing

importance of Cummins’ business operations

outside the United States.

Providing greater focus to philanthropy worldwide

by establishing three key areas where Cummins

believes it can have a significant impact: the

environment, education and social justice/improving

the human condition.

Increasing leadership responsibility for community

involvement and incorporating corporate

responsibility in the Company’s strategies.

Progress was made on all three goals in the past year

through initiatives such as Cummins’ 90th Anniversary

Environmental Challenge.

To celebrate the Company’s 90th anniversary in 2009,

The Cummins Foundation challenged Cummins entities

around the globe to develop and implement projects

Employees from the Dongfeng Cummins Engine Company pass out 3,500 re-useable bags to the local community in Xiangfan, China,

to reduce the use of plastic bags, a major pollutant in the area.

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66 Cummins Inc. Sustainability Report 2010

to improve the environment within their communities.

The Foundation pledged to award the best initiatives

$10,000 grants that Community Involvement Teams

could donate to the community partner of their choice.

Thirteen initiatives received $10,000 grants from

The Cummins Foundation, and five were also

honored as President’s Award winners. Here’s a brief

description of the President’s Award winning projects:

A Cummins team developed a way to bring

electricity to the rural village of Kolha in India by

using Cummins generators running on a locally

available, renewable and clean energy source –

vegetable oil produced from the seeds of

Pongamia trees.

A team of Cummins employees developed a

sustainable solution to providing drinking water

at a school and orphanage in Wagholi, India.

Cummins employees in Kent in the United Kingdom

helped turn a 300-year-old former orchard into a

teaching garden for 120 disabled students.

Employees at Stamford, United Kingdom, worked

on a small stream suffering from high loads of

sediment, creating a more diverse flow for the

waterway to help remove fine silts.

Cummins employees working in Fridley, Minn.

removed barriers to recycling at a public housing

site and significantly increased the amount of

material collected there.

“If our efforts are going to have the maximum impact

possible, we need to focus them,” said Carole Casto,

Cummins Director of Community Engagement.

“The Environmental Challenge helped us do that

while leveraging our employees’ skills in the critically

important area of our environment.”

The project was so successful, the Foundation

committed to a five-year environmental challenge

initiative and this year will again award $10,000 each

to up to 15 environmental projects from Cummins’

Community Involvement Teams.

Cummins employees in Korea participate in a Habitat for Humanity building project as part of an Every Employee

Every Community opportunity.

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67Corporate Responsibility

Significant partnerships

Cummins also continued work on many partnerships

around the world in 2009 to address issues such as

sustainable agriculture, help those with developmental

disabilities and educate disadvantaged young people.

These partnerships include:

Cummins College of Engineering for Women:

The mission of this college based in Pune, India is to

educate women who have been under-represented in

the field of engineering. The college recently opened

a second campus in Nagpur (page 46).

The Courage Center: Cummins employees in

Fridley, Minn. work with the Minneapolis-based center

whose mission is to help those with brain and spinal

cord injuries and developmental disabilities. Company

employees modify a wide-range of equipment and

toys so the center’s clients can experience more

productive and fulfilling lives (page 82).

Ithemba Institute of Technology: The institute in

Soweto, South Africa, provides a technical education

to students who otherwise would have no access to

higher education. The training provides students with

critical job skills while also preparing Cummins’

workforce of tomorrow (page 62).

LeMoyne-Owen College: Cummins has helped

this historically black college in Memphis, Tenn. restore

its financial viability and create a strategic plan for a

sustainable future (page 102).

EARTH University: This institution based in

Costa Rica teaches sustainable agriculture and

entrepreneurship to students who might never have

afforded college in the hope that they will return to

their home countries and share what they learned.

“When we can partner with an organization and

leverage the full array of Cummins resources, we can

engage employees and achieve a sustainable impact

on a problem, and ultimately a healthier community,”

Blackwell said (page 14).

Challenges ahead: Corporate responsibility

Cummins is committed to continuous improvement in Corporate Responsibility.

Three areas of focus in the coming year will be:

Strategy: Cummins is developing engagement

strategies focused on ensuring vibrant and healthy

communities that support Cummins as a great

place to work.

Impact: The Company is developing metrics

to ensure the maximum impact of our corporate

responsibility efforts.

Leadership: Strong leadership is an important

component of corporate responsibility at all

levels, from the Company’s employee-led

Community Involvement Teams to site leadership.

Developing expectations and providing leaders

with benchmarks and metrics so they can

measure success are key steps.

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68 Cummins Inc. Sustainability Report 2010

Cummins donates millions of dollars annually to

initiatives and organizations around the globe through

its affiliated foundations and the Company’s operating

funds. The Company invested $12.9 million in its

corporate responsibility efforts in 2009, including

$6.5 million in donations to The Cummins Foundation.

The Cummins Foundation has played a critical role

in hundreds of initiatives since its inception. They

range from programs to encourage the internationally-

acclaimed architecture in the Company’s headquarters

city of Columbus, Ind. to financial support for EARTH

University in Costa Rica and its mission to teach

sustainable agriculture to young people from around

the world (see page 14).

While the Foundation has been working to increase its

involvement in international efforts, the Company has

separate foundations in India and Mexico that operate

with very similar priorities in those countries.

Grants from the Cummins India Foundation target

higher education, energy and the environment, and

local infrastructure improvements.

The Philanthropic Association of Cummins in Mexico

supports employment programs for marginalized

individuals and other charitable projects.

To see a complete list of The Cummins Foundation’s

grants and a statement of its financial position, go to

the Sustainability/Corporate Responsibility section on

Cummins.com.

The Cummins Foundation

Board of Directors

Chairman Tim Solso, Chairman and CEO, Cummins Inc.

Director Jean Blackwell, Executive Vice President

of Corporate Responsibility, Cummins

Director Mark Gerstle, Vice President & Chief

Administrative Officer, Cummins

Director Tom Linebarger, President and COO, Cummins

Director Will Miller, Chairman and CEO of Irwin

Management Co. and Cummins Board of Directors

Director Marya Rose, Vice President –

General Counsel, Cummins

Director Pat Ward, Vice President –

Chief Financial Officer, Cummins

Foundation Officers

Chief Executive Officer Jean Blackwell

President and Secretary Tracy Souza, Executive

Director of Corporate Engagement, Cummins

Treasurer Marsha Allamanno,

Corporate Responsibility Finance Director, Cummins

A Cummins employee works on toys at one of the Children’s

Houses charity orphanages, a charity Cummins supports in Russia.

Philanthropy: A track record of commitment

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69Corporate Responsibility

Audit Committee

Chairman Marsha Hunt, Vice President –

Controller, Cummins

Luther Peters, Executive Director of

Internal Audit, Cummins

James Guilfoyle, Executive Director –

Corporate Accounting, Cummins

Investment Committee

Chairman Richard Harris, Vice President –

Chief Investment Officer, Cummins

Gloria Griesinger, Director – Global Treasury and

Pensions, Cummins

Marsha Hunt

Responding to disasters

While disaster relief is not a primary focus of Cummins’

philanthropic effort, the Company and the Foundation

respond when communities are impacted where we

have facilities or distributors. Here’s a look at what

we’ve done in the past year:

Haiti: After the earthquake in Haiti in January,

Cummins Foundation committed $250,000 to relief

efforts with an additional $100,000 from U.S. and

Canadian distributors. In addition, five 600-kilowatt

Cummins generators provided power to the U.S.

Embassy shortly after the quake struck. A group

of employees is working now to determine how to

donate the committed funds in a way that will be

sustainable and benefit an underserved population.

Chile: The Cummins Foundation committed to a

$100,000 donation for earthquake relief in Chile,

which was supplemented with $50,000 from the

distribution network. Working through our Distribution

joint venture in Chile, we determined how the funds

could be effectively used. Ten fishing boats and

engines will be purchased for families whose homes

and livelihoods were destroyed by the February quake

in the coastal town of Pelluhue. Cummins partnered on

the project with Komatsu, which contributed equipment

to help with the cleanup as well as a truck to provide

safe drinking water to residents.

Nashville, Tenn: The Foundation has donated

$100,000 to the Community Foundation of Middle

Tennessee for flood relief and has set up a Disaster

Recovery Assistance Fund where employees can

contribute directly to other employees who were

impacted by the May flood.

Dave Smitson, President of Cummins Crosspoint LLC, presents

a donation of $100,000 from all 16 U.S. and Canadian distributors

who donated equally to contribute to the rebuilding effort in Haiti.

Cummins employees Alex Duge and Jacquelyn Jean-Claude,

who have ties to Haiti, are serving on a group to help identify

projects for The Cummins Foundation to fund.

A Cummins employee donates time at the Clessie Cummins

Health Clinic outside São Paulo, Brazil.

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70 Cummins Inc. Sustainability Report 2010

At Cummins, our employees love a good challenge.

So perhaps it’s no surprise that when challenged to

harness their knowledge, skills and muscle for the

environmental benefit of the communities where they

live and work, the response was overwhelming.

More than 3,200 employees from 11 countries worked

an estimated 33,450 hours on projects. Greenhouse

gases were reduced by 538 tons, the equivalent of

54,000 gallons of gasoline.

The Foundation awarded 13 grants of $10,000 each

in 2009. Five of the 13 projects were judged to be

President’s Award winners. Here are their stories:

Positively illuminating

Lighting up Kolha, India

Like many remote villages in India, activity pretty much

stopped in the village of Kolha not long after sunset.

That is until August 2009 when a Cummins

team developed a way to power the rural village of

65 households by using Cummins generators running

on a locally available renewable energy source –

non-edible vegetable oil produced from the seeds

of Pongamia trees.

“Ever since Cummins forayed in India half a century ago,

we have been committed to deploying our technology

and human expertise towards the development of both

the nation’s economy and its people,” said Anant J.

Talaulicar, President, Components Group, Cummins Inc.,

and Managing Director – Cummins India.

“We believe that this rural electrification initiative using

locally available, low cost, renewable energy sources

is an important first step taken in the direction of

electrifying remote villages and making people’s lives

better in the rural sections of our nation,” he added

at a ceremony earlier this year celebrating the

first phase of the initiative, one of the Environmental

Challenge’s President’s Award winners.

The Kolha project started two years ago when

Cummins India Limited collaborated with the Cummins

Engine Research Facility at IIT (Indian Institute of

Technology) Bombay and the READ Foundation to

develop a sustainable electrification model for remote

villages across India. The collaboration wanted to use

locally renewable energy sources that would minimize

overall carbon emissions.

A family in the village of Kolha in India enjoys the benefits of

electricity thanks to a Cummins project using generators fueled

by an inedible vegetable oil.

Rising to our

environmental challenges

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71Corporate Responsibility

A generator set operating on vegetable oil was

designed and tested at the Cummins Engine Research

Facility. In August 2009, the generator was successfully

installed and shortly thereafter villagers had electricity.

The project meant light for the village residents so

they can more comfortably enjoy activities at night,

said Subramaniam Ravichandran, Senior General

Manager of the Growth Office at the Power Generation

Business Unit of Cummins India Ltd. In addition, there

is reserve power to run a water pump for irrigation and

drinking water in the future.

“We developed this project and concept under three

simple principles: green, sustainable, and scalable,”

said Beau Lintereur, Vice President of the Power

Generation Business Unit at Cummins India. “For me,

the most interesting and satisfying aspect of the project

is the focus on economic sustainability. In addition

to benefiting the lives of the people of Kolha, the

installation serves as our living laboratory to evaluate the

performance of the technology in a real social setting.”

The system at Kolha holds the potential to create

demand for greater quantities of vegetable oil for sale,

creating an additional income source for villagers.

The next phase of the project will be developing a

system so in addition to vegetable oil, the generator

can also run on biogas.

“Cummins is humbled to play a small, yet significant

role in improving the lives of the 65 families living in

Kolha,” said Jean Blackwell, Executive Vice President

– Corporate Responsibility and Chief Executive Officer

of The Cummins Foundation, who also attended the

celebration in Kolha.

The Foundation grant money will go towards efforts

to provide power to two more remote villages in a

cooperative effort with the Indian government.

Going with the flow

The River Chater project, Stamford, UK

If the River Chater wasn’t dead, it was fading fast.

Located near Stamford in the United Kingdom, the

river for years has been plagued by high loads of

sediment due to intensive agricultural practices in the

area. In addition, it suffered from the impact of a fine

grit and mud from quarrying operations within the

river’s watershed.

Village residents help with the installation of the poles and wires

necessary to bring power from the Cummins’ generator to

individual homes.

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72 Cummins Inc. Sustainability Report 2010

The sediment made the area inhospitable for fish,

aquatic plants and the invertebrates upon which all

life in a river ultimately depends.

Part of the river runs near the Cummins Generator

Technologies Plant in Stamford. The waterway’s

fortunes started to change when a team from the

plant as well as some Cummins retirees joined forces

with several groups, including the Grantham Angling

Association, the Wild Trout Trust and the Natural

England environmental group.

They worked together to encourage the river to

meander a little more and create deeper pools to

speed up the flow of the water. That, in turn, helped

to remove fine silts from the gravel along the river

bottom and began to create the kind of environment

where fish can thrive.

“It was a superb project to be involved with, and

we really enjoyed working on it,” said volunteer

coordinator Heulwen Summerfield. “I think it was

the simplicity of using recycled materials from our

site to benefit the environment that really made the

project special.”

Using recycled timbers from CGT Stamford, the river

keepers from Grantham Angling created a mid-stream

timber island. The recycled wood held hazel bundles

in place to trap the silt and over time create an island

of reeds and marsh. The river flows around the island

now at an increased velocity, which cleans the gravel

and scours pools downstream of the structure.

In addition, the team used live willow stakes along the

river’s edge to stop erosion. The team hopes the live

pieces of willow will take root and become trees that

will provide additional bank support.

The Environmental Challenge President’s Award

winning project will take several years to achieve its

full potential. However, during a recent site inspection,

team members observed more aquatic plant diversity,

and trout were seen to have moved into the work area.

“We felt it was a special project and we’re all really

pleased with how it turned out,” Summerfield said.

The team has given its $10,000 grant from the

Cummins Foundation to the Grantham Angling

Association to pay for additional projects. It also

plans to make environmental work a regular part

of its Every Employee Every Community program.

Harvesting water

The Wagholi School project near Pune, India

The Wagholi School and Orphanage near Pune, India

provides food, shelter and education to the children

in its care. But from November to April during the dry

season, the school has trouble providing one very

basic necessity: water.

The school has regularly had to go to the expense of using

water tankers to get through the dry season. Money spent

on the tankers can’t go to other needs at the school.

So volunteers from Cummins Research & Technology

India (CRTI) Pune initiated the Rain Water Harvesting

Project to improve the water table in the area and keep the

school and orphanage from having to go to the expense

of trucking in water. Other Cummins entities across India

also contributed to the effort.

“It was an excellent opportunity to identify and

contribute to a grass roots project,” said Team Leader

The mid-stream island begins to take shape.

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73Corporate Responsibility

Lokesh Agrawal, Customer Interface Leader at CRTI

in Pune. “As an engineer, this provided me with a huge

sense of contentment.”

Cummins’ operations have an ongoing relationship

with the school and orphanage, working together on

a variety of initiatives. On the water harvesting project,

Cummins employees and school personnel took

several steps, including:

Planting trees to help hold water on the school grounds.

Developing a roof-top system to redirect rainwater

to better recharge the water table in the area.

Replacing an electrical pump with a hand pump to

reduce the school’s carbon footprint. The pump also

reminds students that pumping water is hard work

and that water should not be wasted.

Using an existing well on the grounds as a storage

tank to improve the efficiency of storage efforts and

tap any water source nearby the well.

Creating trenches on the property to encourage rain

water storage and percolation.

Getting anything to grow on the school grounds is a

challenge but the team reports that about 30 of the

70 trees it planted survived.

Since the improvements were made at the

Wagholi school, the local school authority has

started implementing the same concepts at several

other buildings.

“When we heard that, it was a feeling of ‘Wow,

we made a difference!’” Agrawal said. “It was a

tremendous learning for me and I think the team as

well. We felt like we were contributing back to nature.”

The project team is using its $10,000 grant to support

a non-profit charitable trust that is creating awareness

about global warming and helping with renovation

efforts to keep three biogas plants operating.

Bearing fruit

Inspire Orchard offers opportunities to

special needs students

Where others could perhaps only see an overgrown

former orchard, the team at Cummins Power

Generation in Kent in the United Kingdom saw

a way to inspire disabled students.

Working with the Royal School for Deaf Children

Margate, they helped transform a 300-year-old

orchard on the school property into a teaching

garden for the more than 120 students at the school.

“For some students, this may be the only

opportunity they have to experience the environment

up close due to physical limitations or health issues,”

said Tracy Day, the Community Involvement Leader

at Cummins Power Generation in Kent.

The project, called Inspire Orchard, isn’t the first

initiative that Cummins Power Generation in Kent

and the school have joined forces on. They have

The team on the Wagholi project installs a hand pump to help

teach students that pumping water is hard work and that water

should not be wasted.

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74 Cummins Inc. Sustainability Report 2010

collaborated on projects to paint student

dormitory rooms, provide classroom painting

supplies, create accessible paths at Monkshill Farm

nearby and provide a holiday outing for students.

Cummins offered volunteer muscle as well as funding for

the refurbished orchard area, which is now accessible by

wheelchair from student housing areas and the school

through a series of sidewalks. There is also a fenced-in

pond area and an observation building for safe viewing.

Careful consideration was taken in planning the location

of the composting site, planting boxes and even outdoor

seating at the orchard to create an inviting open space.

Students and staff will now be able to make

observations about the bio-diverse pond, experience

bird watching, hunt for insects, enjoy nature walks,

participate in and learn about composting and take

part in other outdoor learning opportunities.

The project also included the renovation of an old

shed to bring it up to acceptable safety and code

standards. With the shed, students and staff will have

an indoor area to meet and a place to store supplies

for student-maintained vegetable patches nearby.

“It is vital that these young people develop knowledge

and skills that will make them more employable, and

also that they understand the links between food and

healthy lifestyles,” Day said.

The Community Involvement Team at Kent is donating its

$10,000 Foundation grant to a trust fund for the school.

By restoring the overgrown orchard (above and below),

Cummins employees in Kent, United Kingdom, may be

providing some disabled students their best opportunity

to experience nature.

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75Corporate Responsibility

A green machine

Parkview Villa project in Fridley, Minn.

demonstrates the power of collaboration.

It started rather simply with an observation about the

recycling program at the Cummins Power Generation

plant in Fridley, Minn.

But it wasn’t long before the plant’s Parkview Villa project

was building stronger communities, protecting animals,

giving disabled individuals the job skills they need to one

day find a job and, oh yes, increasing recycling.

This Environmental Challenge President’s Award

winner is testament to the power of collaboration

when it comes to addressing community concerns.

“The ease of working with our community partners has

been the highlight of the project,” says David McGinty,

a Six Sigma black belt and a Community Involvement

Team leader in Fridley. “We made an incredible team

and achieved outstanding results.”

The roots of the project go back to the plant’s

arrangement with Rise Inc. to pick up recyclable

material. Rise’s mission is to support people who

have disabilities and other barriers to employment.

Several Cummins employees admired Rise’s work

and wondered if they could help find other

opportunities for its employees.

Coincidentally, McGinty had been active with a

separate group called CommonBond, whose mission

is to build affordable housing as a stepping stone to

success. The team at Fridley started to look for ways

the two groups could work together.

Noting that recycling participation is low at many

low-income housing facilities, particularly among

older residents, the team in Fridley wondered if

employees from Rise could help residents boost

recycling rates at Parkview Villa, an affordable

housing development near Fridley.

Cummins employees regularly visit Parkview Villa to work on beautification projects and to interact with residents in addition to the

recycling initiative. Here,. Antonio Almeida (left), Director of Materials, and Mehdi Kalantarzadeh (right), Director of Power Electronics,

visit with two residents.

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76 Cummins Inc. Sustainability Report 2010

The Cummins team completed a survey in multiple

languages to reach out to Parkview’s diverse residents

and discovered they were willing to recycle if the

process was simple. Many had difficulty walking

down to the area where the recyclable material was

picked up.

Participation would increase even higher, the survey

showed, if the activity was tied to another cause

like animal welfare and the local Humane Society.

So the team set out containers for residents to drop

off not only recyclables but also items requested by

the Humane Society.

The number of Villa residents recycling increased

from 38 to more than 80. Rise is getting more

work. And the animals at the Humane Society

are benefitting, too. Residents at Parkview today

proudly display stickers on their doors that they are

participating in the program, creating a stronger

sense of community.

And Cummins employees now visit monthly to

help with beautification efforts and to interact with

Parkview’s residents.

McGinty said the Environmental Challenge grant will

go toward replicating the success of the Parkview

project at other housing centers.

“We can turn the $10,000 into $20,000 and expand the

program at other sites throughout the Twin Cities,” he said.

The Cummins project has built a sense of community at Parkview

Villa through the recycling initiative and improvement projects.

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77Corporate Responsibility

Other Environmental Challenge grant winners

As part of the 90th Anniversary Environmental Challenge,

projects were reviewed evaluating the environmental

benefit of each initiative, the level of employee

engagement and the sustainability of each project.

In addition to the President’s Award winners, the

following Community Involvement Team projects also

won $10,000 grants from The Cummins Foundation

for use by the non-profit, non-governmental

community partner of their choice:

A project urging people to replace their cars with

bicycles and increase recycling in Xiangfan, China.

An initiative to increase public energy savings and

reduce emissions in Xi’an, China.

A tree planting and beautification effort in a wooded

area of Wuxi, China.

The cleanup of a community site in preparation for

the World Expo in 2010 in Shanghai, China.

A water harvesting project at the Village of

Chaufula, India.

A tree planting campaign in Juarez, Mexico.

A project to clean up garbage and construction

waste from a site in Craiova, Romania.

Raising funds for an elderly home

in Singapore by recycling.

Cummins employees in Juarez, Mexico, plant trees as part

of their Environmental Challenge project.

Community Involvement Team members celebrate their Environmental Challenge project to increase public energy savings

and reduce emissions in Xi’an, China.

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78 Cummins Inc. Sustainability Report 2010

GRANTEE ORGANIZATION COMMUNITY GRANT OR DONATION

CUMMINS

FOUNDATIONS

CUMMINS

INC.

Community Development - Education

CAF-Ashliegh Erin Foundation a.k.a.

Ithemba Institute of Technology

Johannesburg,

South Africa

$125,000

Memphis Youth Leadership Program Memphis, TN $63,000

Chautauqua Children’s Safety

Education Village

Jamestown, NY $50,000

China Charity Foundation -

for desks and chairs at rural schools

Xiangfan, China $25,000

Community Education Coalition Columbus, IN $25,000

Cornerstone Middle School Cookeville, TN $25,000

Youth About Business Nashville, TN $25,000

Putnam County Schools Cookeville, TN $25,000

Shree Ramkrishna Charities -

support of school

Pune, India $31,000

Fridley High School Fridley, MN $21,200

Bilton Junior School Daventry, U.K. $13,500

Connected Community Partnership Columbus, IN $10,000

LCNFC - Youth Employment Program Columbus, IN $10,000

Corporate responsibility funding

In 2009, Cummins invested $12.9 million in its corporate

responsibility efforts, including $6.5 million in funding to

The Cummins Foundation as well as employee volunteer

hours on Company time, donations and sponsorships

from operating funds and staff involved in growing our

efforts around the world.

The Cummins Foundation made grants of $4.5 million

primarily focused on communities where Cummins

facilities are located and in support of the Company’s

global priorities of education, the environment and

social justice.

In addition, there were grants totaling $700,000 from

Cummins supported foundations in India and Mexico.

The Cummins India Foundation supports higher

education, energy, the environment and local

infrastructure projects. The Philanthropic Association

of Cummins in Mexico (AFIC) supports employment

programs for marginalized individuals and other

charitable projects.

A sample of Cummins larger philanthropic contributions

is included below. For a complete list of grants from

The Cummins Foundation go to www.cummins.com.

*

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79Corporate Responsibility

GRANTEE ORGANIZATION COMMUNITY GRANT OR DONATION

CUMMINS

FOUNDATIONS

CUMMINS

INC.

Community Development - Environment

Xi’an Environmental Protection Bureau Xi’an Shaanxi, China $25,000

Yongsheng Country Rural Community

Development Assoc.

Changliang Village,

China

$25,000

Chengdu Environmental Protection

Propaganda & Education Center

Chengdu, China $20,000

Community Development - Social Justice

Right to Play Phuket, Thailand $106,166

Clessie Cummins Health Clinic São Paulo, Brazil $100,000

New Song Mission Columbus, IN $82,490

Minnesota Indian Women’s Resource Center Fridley, MN $71,000

Courage Center Fridley, MN $66,026

Community Access Network Project Columbus, IN $50,000

The ARC of Bartholomew County Columbus, IN $40,000

AFIC Community Based Service Awards San Luis Potosi,

Mexico

$39,000

CAF - Russia Charity Foundation Children’s

Houses/Rybnoye Orphanage

Moscow, Russia $32,840

World Vision Hongkong -

sport in a box program

Xiangfan, China $25,000

Brazil Sewing Shop São Paulo, Brazil $25,000

Habitat for Humanity Singapore $25,000

Amherst H. Wilder Foundation Fridley, MN $25,000

Lincoln Central Neighborhood Family Center Columbus, IN $25,000

Friends of the Stoughton Area Youth Center Stoughton, WI $25,000

The BOMA Fund Kenya, Africa $25,000

Street Source Pune, India $25,000

*

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80 Cummins Inc. Sustainability Report 2010

GRANTEE ORGANIZATION COMMUNITY GRANT OR DONATION

CUMMINS

FOUNDATIONS

CUMMINS

INC.

Community Development - Social Justice (continued)

Love Chapel Columbus, IN $20,000

Wuxi Child Welfare House Wuxi, China $18,700

MP Welfare Association for the Blind Pune, India $18,300

Columbus Regional Hospital Foundation -

Volunteers in Medicine Clinic

Columbus, IN $15,000

Rybnoye Orphanage Russia $12,500

CommonBond Communities Fridley, MN $12,000

Poona School and Home for the Blind Pune, India $10,750

Memphis Cultural Arts Center -

Watoto de Afrika

Memphis, TN $10,000

*

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81Corporate Responsibility

GRANTEE ORGANIZATION COMMUNITY GRANT OR DONATION

CUMMINS

FOUNDATIONS

CUMMINS

INC.

Community Development - Education, Social Justice

Cummins India Engineering School for Women Pune, India $430,000

LeMoyne-Owen College Memphis, TN $100,000

CAF - Willoughby School Borne, UK $43,764

Metanoia Charleston, SC $25,000

Community Development - Education, Environment

Indianapolis Zoo - The Indianapolis Prize Indianapolis, IN $225,000

Employee Engagement - Social Justice

United Way Agencies United States $2,023,671

Signature Projects - Education, Environment, Social Justice

EARTH University Guacimo, Limon,

Costa Rica

$1,200,000

* Cummins Foundations includes payments

made from The Cummins Foundation,

Cummins India Foundation and Asociacion

Filantropica de Cummins AC.

*

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82 Cummins Inc. Sustainability Report 2010

Editor’s note: Cummins is engaged in a number of significant partnerships on the key topics of education, the environment and social responsibility/improving the human condition.

As an engineer at Cummins Power Generation in

Fridley, Minn., Mark Weber works on quality and

warranty issues.

But when he’s at the Courage Center, he’s an

engineering magician, transforming toys and

appliances so that disabled children and adults

can use them with a slight move of the hand or

a blink of an eye.

Weber is among five current and retired

Cummins engineers who volunteer their time

and engineering skills at the Courage Center,

a rehabilitation facility based in Minneapolis for

people with disabilities. They are part of a larger

Cummins group that has devoted time and energy

into building a strong partnership with the center.

The partnership was launched in 2005 with

several Every Employee, Every Community (EEEC)

projects. In 2006, engineers like Weber got

involved at the center’s Assistive Technology Lab

where they use their engineering skills to redesign

common tools or toys so they can be used by

the disabled.

Today, that partnership is stronger than ever.

“What we’ve really been able to do at the Courage

Center is to build on the work of our volunteer

engineers,” said Sue Piva, the Power Gen Global

Community Service Leader.

The relationship between the Courage Center

and Fridley’s Community Involvement Team (CIT)

is two-way collaboration that serves as a

model for how Cummins CITs interact with their

community partners. It has evolved from the re-

engineering work to involvement in other projects

including a fall prevention program for the frail

and elderly, a playground accessibility review,

and a robotics day camp.

The Fridley CIT has provided funding for projects

such as a program for vocational services and

work readiness, a shop services marketability study,

equipment for the Assistive Technology Lab, and a

“Closing the Gap” conference for therapists.

But there is nothing quite like the work done

week after week at the center by Weber and

his colleagues – Mike Miller, Mike Scheuerell,

Peter Vancalligan and John Heinz, now retired.

They take seemingly simple devices that able-

bodied people take for granted and adapt them

for Courage Center clients, in many cases

transforming the quality of their lives. Some

examples of their work include:

They have adapted Bluetooth headsets so

people who do not have the use of their hands

and arms can control the devices with a slight

head movement.

They have modified doorbells and reworked bed

controls for patients with ALS, or amyotrophic

lateral sclerosis, so they can operate them with

minimal effort.

They organize group events every Christmas to

modify toys so that children with disabilities

can use them just like able-bodied children.

Significant partnerships

Courage Center dispenses hope

Courage Center

Minneapolis, Minn.

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The story of one little girl, Mary Kate, shows the

power of their work. Mary Kate, born with spinal

muscle atrophy, can only move her right index finger.

The engineers needed to find a way to allow Mary

Kate to use a computer even though she can push

less than half a pound, less than the pressure needed

to move the average mouse or joystick.

Weber and his team found one joystick that might

have worked, but it required more strength than

Mary Kate had. So the team kept working and

experimenting until they came upon the solution

– modify the computer’s joystick with a pressure-

sensitive switch, enabling the youngster to use the

computer just like any other child.

“Doing this work for the Courage Center allows us

to use our skills that not a lot of people have,”

Weber said. More than that, it gives Weber and his

co-workers a chance to be creative as they figure

out how to rewire something as simple as a squirt

gun so that a disabled child can use it by pressing

a button rather than squeezing a trigger.

“It might sound like a simple thing,” said Jan Malcolm,

Chief Executive Officer of the Courage Center, “but a

squirt gun that works for a child with a significant

disability is pretty important.”

Courage Center

Location: Minneapolis, Minn.

Mission: To empower people with disabilities

to realize their full potential in every aspect of life.

History: The nonprofit organization was founded in

1928 to provide tools, technologies and resources to

improve the lives of disabled children and adults.

Special features: Specializes in treating brain injury,

spinal cord injury, stroke, chronic pain, autism and

disabilities experienced since birth.

Cummins involvement: In addition to financial

support from The Cummins Foundation and Cummins

Power Generation, the Community Involvement Team

at Fridley provides volunteer support, including the

work of five engineers who adapt technology to be

used by people who are disabled.

Mary Kate (left), can only move her right index finger. Thanks to Cummins engineers like Mark Weber and Mike Miller, she can use a

specially designed joystick to operate a computer. They also re-engineer electronic toys and devices so disabled children can use them.

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84 Cummins Inc. Sustainability Report 2010

Employee relations:

Creating a safe working environment

By aggressively identifying gaps and

developing strategies to close them,

Cummins was able to make 2009 one

of the Company’s safest years ever.

With an eye toward prevention, Cummins safety teams

across the globe worked together to standardize

safety processes, enhance employee involvement in

safety and eliminate hazards from the workplace.

Best practice safety projects were implemented in

Cummins facilities from Denver, Colorado to Wuxi,

China that contributed to overall safety gains in 2009,

which included:

A 40 percent drop in the Company’s Severity Lost

Work Day Rate representing a reduction of more

2,400 lost work days.

A 37 percent reduction in Major Incidents or

Dangerous Occurrences, from 84 such incidents

in 2008 to 53 in 2009.

Sixty-one Cummins sites ended 2009 with 12-month

rolling Severity Lost Work Day rates of zero. There

were no fatalities at any Cummins facility in 2009.

“Cummins has developed a system for managing

health and safety concerns globally,” said Michelle

Garner-Janna, Director of Corporate Safety and Health

at Cummins. “This system involves standard health

and safety goals, programs and metrics. Cummins

recognizes the uniqueness of each entity while applying

the same criterion for success across the Company.”

‘Red Flag’ program working

Cummins is able to identify and assess potential safety

hazards, set key objectives and monitor health and safety

performance in a uniform way across all facilities thanks

to Cummins Health and Safety Management System.

The system sets minimum expectations at Cummins

facilities for the lockout and tagout of equipment,

chemical safety, ergonomics, driver safety, emergency

preparedness and much more. The Company

incorporated Occupational Health and Safety

Assessment Series specifications into the

management system in late 2007.

One important part of the system is the “Red Flag”

program. Under this initiative, Cummins sites having

the worst safety performance metrics and highest risk

levels are identified as “Red Flag Sites.”

Highlights

2009 one of the safest years ever at Cummins.

Several new initiatives keep safety top of mind across the Company.

Cummins targets cell phone use while driving to keep employees safe.

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85Employee Relations

These sites participate in safety strategy review

sessions with business unit and corporate safety

leaders and undergo in-depth safety audits.

Progress toward closing identified gaps is then

closely monitored.

A location is not removed from the list until it has passed

a five-day audit of safety processes at the site and a

follow up visit by a member of the Corporate Safety staff.

Raising awareness, preparation

In 2009, Cummins launched several additional efforts

to improve safety. A safety newsletter was created and

distributed to all Cummins sites globally to allow the

sharing of best practices and to complement plant-

based efforts to keep safety top of mind.

“While the Company realizes the cultural differences

within the regions in which we operate, we hold all

of our sites to the same safety standards so

communication is critical,” said Kelli R. Smith,

Cummins Corporate Safety Manager.

Cummins also introduced in 2009 a requirement that

all Safety Functional Excellence Leaders become

Certified Safety Professionals by the end of 2010.

That designation is a premier credential for safety

professionals, indicating competency through

education, experience and examination.

“The professional development plan will be expanded

each year to ensure that we have qualified safety

leaders throughout the organization who are

technically capable of managing sustainable safety

systems now and in the years to come,”

Garner-Janna said.

Driver safety focus in 2010

The Company will also continue to aggressively

pursue gains in safety in 2010, launching the

Cummins Driver Safety Program. Auto-related

incidents have become a leading cause of on-

the-job injury and death for companies worldwide.

It has been estimated that up to 45 percent of auto-

related incidents occur during the course of work.

“Making driver safety a principal initiative will help protect

Cummins employees and those they share the road

with,” said Jim Dorris, Corporate Senior Safety Specialist.

The Cummins Power Generation Plant in Craiova, Romania underwent a major facelift starting in 2009.

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86 Cummins Inc. Sustainability Report 2010

One major aspect of the program governs cell phone

use. Cummins is joining a small but growing number of

companies prohibiting the use while driving of two-way

communication devices such as cell phones and

two-way radios – even those with hands-free technology.

“Cummins is committed to providing a safe workplace

for all of our employees across the world – whether

it is a manufacturing plant, office building or vehicle

being driven for work purposes,” Garner-Janna said.

“Nothing is more important to us than the safety of our

employees, suppliers, visitors and the communities in

which we live and work.”

A dramatic change for the better

Employees at the Cummins Power Generation Plant

in Craiova, Romania, know firsthand that a safe plant

makes for a much more productive workplace.

Perhaps no Cummins facility in the past two years has

undergone a more significant facelift than the roughly

50-year-old plant in the southern part of the country.

The more than $700,000 worth of work starting in

December 2009 included:

Replacing four cranes

Creating a safe pedestrian walkway

Installing a new roof in the machining area

Improving lighting throughout the plant

The work transformed the formerly dark, cluttered

facility into a brightly lit, freshly painted, much more

modern plant that is today a much safer place to work.

Before and after pictures from part of the Cummins Power Generation Plant in Craiova, Romania.

Improved lighting, clearer walkways and fresh paint have pleased Cummins employees.

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87Employee Relations

“Satisfaction has increased within the plant,” said Ana

Maria Mitoi, Cummins Health, Safety and Environment

Leader in Romania. “We are all very proud of the

improvements that were made, but we recognize that

each person’s actions, on a minute-by-minute basis,

are critical to a truly safe environment.”

Employees and their managers worked together on

most of the changes, which weren’t just cosmetic.

The team in the assembly area, for example, looked

at whether they could change the way they worked

to build alternators more efficiently.

Analyzing their existing processes, they calculated

that assembly operators walked collectively

15 kilometers to build just one alternator. By providing

complete kits of alternator parts at the point of use,

the team reduced operator movement by almost

90 percent.

“Safety often goes hand-in-hand with efficiency,” said

Kelli R. Smith, Cummins Corporate Safety Manager.

“We’re already seeing that since the changes were

implemented in Craiova.”

Cell phone use banned to improve driver safety

Nearly 80 percent of all crashes in the United States

involve some form of driver distraction within three

seconds of impact, according to the National Highway

Traffic Safety Administration.

With that in mind, Cummins has prohibited the use

while driving of two-way communications devices

such as cell phones and two-way radios.

The 2010 Cummins Driver Safety Program also

prohibits the use of computers, Personal Digital

Assistants and iPhones while operating a motor vehicle.

“Cummins has made the decision to give our road

safety strategy a more structured, consistent approach

going forward,” said Jim Dorris, Corporate Senior

Safety Specialist.

Due to the growing use of cell phones for business

purposes, industry experts say employers are facing

liability threats for automobile accidents caused by

the distracted driving of their employees.

Cummins is joining a small but growing number of

companies that have decided to implement bans.

“One part of our Mission is to ensure that everything

we do leads to a cleaner and safer environment,” said

Michelle Garner-Janna, Director of Corporate Safety and

Health. “That extends to the roads we share with others.”

Safe travelsTo minimize the risk of a car crash,

Cummins employees are:

Prohibited from using a cell phone

or two-way communication device

while driving.

Prohibited from using a computer or

PDA while driving.

Required to use seat belts.

Required to use helmets for open

motorized vehicles (such as motorcycles,

motorized bicycles).

Required to drive in a responsible manner

and avoid distracted and aggressive driving.

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88 Cummins Inc. Sustainability Report 2010

Valuing diversity is a business imperative as Cummins

looks to enter new markets in an increasingly diverse

and global marketplace.

With most of the world’s economic growth projected to

take place in developing countries between now and

2050, workplace diversity is more important than ever.

Cummins’ updated Business Case for Diversity,

adopted in December 2008, establishes four goals for

the Company to leverage the greatest benefit from a

diverse workforce. These goals are the primary focus

of the Global Diversity strategy at Cummins:

Challenges ahead: Safety

Safety officials at Cummins will be working to

make improvements in these areas in 2010:

Cummins Severity Lost Work Day Rate: While

Cummins Incidence and Severity Case Rates are

better than the industry average, improvement

is needed in the Severity Lost Work Day Rate.

Cummins ended 2009 with a rate of 6.29, against

a goal of 6.0. Several Six Sigma projects have

been launched to address this issue and corporate

safety is working directly with the sites that are

currently experiencing the highest rates.

Major Incidents or Dangerous Occurrences:

While the Company did have fewer incidents and

occurrences in 2009 than in 2008, our goal is to

drive that number to zero. Corporate Safety

implemented improved reporting mechanisms in

2009 that involve senior leadership in the

process. The department has also improved the

communication channels for investigations and

corrective actions.

Red Flag sites: Cummins tracks each site’s

performance on a monthly basis. While the

process was successful in driving improvement

so that many sites dropped off the list in 2009,

other sites are above corporate targets for key

performance indicators and were added to the

list for 2010. They will continue to be closely

monitored and supported by both their

business unit as well as corporate safety.

Quarterly strategy reviews, Enterprise Safety

Risk Management Audits, and frequent

communications are just some of the

requirements of the process.

Connecting diversity to the bottom line

Highlights

Updated Diversity Business Case rolled out to Cummins employees.

Cummins produces new 22-minute video on the key role diversity plays at the Company.

Cummins launches new initiative with Affinity Group members and their managers to improve effectiveness.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 91 of 117 Pg ID 1145

Employee Relations

Create a workplace population with

representation that is similar to the markets

in which the Company operates.

Demand that the workplace at Cummins is safe

and inclusive for all individuals and organizations.

Develop a collective behavior at Cummins that

encourages all individuals and employees to best

use their talents.

Capitalize on a diverse workforce to enhance the

Company’s competitive position in the marketplace.

“Sixty percent of our revenues come from

international markets,” says Chairman and CEO

Tim Solso. “We manufacture more outside of the

United States than inside the United States. So

recognizing different cultures, different languages,

hiring people from those backgrounds, making sure

that they’re included, (that) they have an opportunity

to develop to their full potential, is really important.”

Cummins measures success not only in terms of the

diversity of the Company’s workforce, and compliance

with all applicable rules and regulations, but also in the

way employees treat each other at work and ultimately

by Cummins’ bottom line.

By partnering with Company employees – from

the production line to senior leadership, the Global

Diversity staff at Cummins serves as a resource for

developing safe and inclusive work environments that

foster innovation.

“At Cummins, we’ve been on a proactive diver-

sity journey, connecting who people are, how they

think and how we can utilize their talents to achieve

business success,” says Global Diversity Executive

Director Lisa Gutierrez.

Reaching out to employees

Much of the Company’s diversity initiatives over the

past year have focused on the new Business Case

for Diversity and communicating the importance of

diversity to Cummins’ financial future. The Company

launched a multi-faceted implementation plan to

connect employees with the goals and findings in

the Business Case.

Glenn Guieb Peñaranda, a special trade representative from the Phillipine Consultate General in Chicago talks about

business prospects in that region of the world at a program sponsored by the South East Asian Affinity Group.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 92 of 117 Pg ID 1146

90 Cummins Inc. Sustainability Report 2010

The Business Case was translated into multiple

languages and posted on a new internal Web site

that includes case studies on how diversity is fueling

innovation at Cummins, short videos from Company

leaders on the importance of diversity and an audio

recording of Cummins’ longtime Chairman and CEO

J. Irwin Miller, who advocated diversity long before

the formation of diversity organizations.

The Global Diversity staff also produced a new

22-minute video on the Business Case and the

importance of diversity to the Company’s future,

combining leader interviews with examples at

Cummins where diversity is contributing

to innovation.

The video, for example, tells the story of two

engineers at Cummins’ El Paso, Texas/Juarez, Mexico

operations who developed a way to repair Electronic

Control Modules designed to be disposable. They said

growing up in Mexico and the southwestern United

States in a culture that values fixing things helped

convince them a way could be found to recondition

the modules.

Employees were encouraged to discuss their own

experiences working with diverse teams after watching

the video. Cummins operations from China to the United

Kingdom and from the United States to Brazil reported

watching the video and holding discussions on diversity.

Affinity Groups and Local Diversity Councils

The Global Diversity staff works with a network of

more than 30 Affinity Groups and more than 50 Local

Diversity Councils to help create safe and inclusive

workplaces around the world.

Affinity Groups, typically organized around

demographic traits, represent the viewpoint of

a particular group of employees to senior leaders.

The groups also work on the key issues of

recruiting, retention, career development and

business enhancement.

Chairman and CEO Tim Solso speaks at a town hall forum

sponsored by the Corporate & CBS Local Diversity Council

in Columbus, Ind.

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91Employee Relations

Diversity Councils are groups of employees who work

with local leadership to develop an inclusive work

environment where all employees feel free to share their

best work and ideas.

Over the past year, members of both groups also

served as ambassadors for the Business Case,

promoting its goals and helping to make the link

between diversity and innovation.

The Company added two new Affinity Groups in 2009

and 2010 expected to help in the development of safe

and inclusive workplaces.

The Worldwide Veterans and Supporters Affinity Group

focuses on the needs of veterans in all parts of the

world. The Special Needs and Abilities Affinity Group,

meanwhile, is focused on creating a welcoming

environment for people with special needs.

Equal opportunity

The Global Diversity staff also plays a key role in

Cummins’ goal to have representation comparable to

the markets where we do business. The staff constantly

reviews representation at the Company as part of

Cummins’ compliance with the Department of Labor’s

Federal Office of Contract Compliance Program.

While the Labor Department is concerned with

U.S. employment, Cummins’ Corporate Compliance

Manager Martha Heady Messman is also keeping

tabs on the Company’s global numbers. She is

working on several initiatives to help develop

increasingly diverse pools of qualified job candidates.

Cummins also continues to meet and deliver on

local country commitments to improve workplace

representation of under-represented groups.

Cummins successfully closed several federal

audits in 2009 with a notice of compliance – the best

possible outcome. The audits included an extensive

federal “glass ceiling” audit that found no evidence

of systemic barriers at the Company when it comes

to the advancement of women.

Cummins’ definition of diversity

Cummins updated Business Case for Diversity also

refreshed the Company’s definition of diversity:

On a personal level: The diversity of an

individual is defined by his or her cultural and

personal differences, as well as life and

professional experiences.

At the organizational level: Diversity is created

through the distinct personalities and capabilities

of each individual within the group.

Taken together: The Diversity of individuals and

organizations creates an environment where

innovation and ideas flourish.

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Cummins Inc. Sustainability Report 2010

As a purchasing manager focused on Europe,

the Middle East and Africa, Sara Vasey knows the

importance of diversity in the global marketplace.

As the leader of the Women’s Affinity Group at Cummins’

facility in Darlington in the United Kingdom, Sara

demonstrates her commitment to helping Cummins

create a workplace where diversity fuels innovation.

“Having the opportunity to work with so many people

from different backgrounds and cultures has been one

of the most interesting and rewarding aspects of working

for a global company like Cummins,” Sara says. “Being

part of a Local Diversity Council or Affinity Group enables

you to feel like you are really making a difference.”

Like many employees, Sara integrates her diversity

work with her business responsibilities. Cummins

depends on its employees to create a safe and

inclusive work environment through a network of

site-based Diversity Councils and Affinity Groups

typically organized around a specific demographic.

Under Sara’s leadership, the Women’s Affinity

Group at Darlington, created in 2006, has worked

successfully to improve the workplace for part-time

employees, sponsored health awareness events,

raised awareness about domestic abuse and

implemented several career development initiatives

such as mentoring circles and training on assertive

communication that have been attended by a

diverse audience of men and women.

The Affinity Group, along with plant management,

was recognized in 2007 by the prestigious Institute

of Mechanical Engineers in the U.K. for its involvement

in recruiting and developing women in engineering.

“Without a doubt being part of the diversity initiative at

Cummins has enriched my career,” Sara says. “It has

offered so much growth potential in terms of personal

development and provided me with a unique set of skills

relative to communication and people development.”

Cummins Darlington (U.K.) employee Sara Vasey.

Putting diversity into action

CumC mins Inc. Sustainability Report 2010

The benefits of diversity

Attracting and retaining the best talent.

Creating a safe and inclusive work environment

that fosters innovation.

Promoting differing viewpoints to enhance

problem solving and decision making.

Developing a positive reputation in the

communities where Cummins does business.

Cummins Business Case for Diversity was updated in December 2008, strengthening the link between

diversity and innovation. It includes a definition of diversity, goals to get the most out of diversity and

it lays out the benefits of developing a diverse workforce. Those benefits include:

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93Employee Relations

The Global Diversity Department launched the

Affirmative Development Project in 2009 to help

Affinity Group members and their managers align

with Cummins new Business Case for Diversity.

The project was successfully launched in southern

Indiana with the African & African American Affinity Group

and Grupo Organizado de Affinidad de Latino (GOAL) –

the Latino Affinity Group of Southern Indiana. The Global

Diversity staff is taking the project to India and China in

2010 to work with employees and managers there.

Affinity Groups at Cummins are typically organized

around a specific demographic such as African and

African-American employees, Latino employees, or

women. These groups are open to any employee

whether they share the group’s demographic trait or not.

In the past, the groups focused on educating the

rest of the Company on their particular organizing

trait, and enhancing cultural understanding. The

Global Diversity Department in recent years has

been encouraging these groups to evolve, focus-

ing increasingly on bottom-line issues like recruiting,

retention and career development and business

enhancement and the connection between these

areas and manufacturing.

By working with nationally known diversity

consultant Roland West, the first two groups looked at

their mission and vision and how they could best serve

their members and the Company. They have designed

their annual workplans with that focus in mind.

Both Chairman and CEO Tim Solso and President

and COO Tom Linebarger participated in West’s

workshops with the Affinity Groups, along with other

senior leaders at Cummins.

The project also worked with the managers of

Affinity Group members. West led workshops

designed to give them tools to manage people

different from themselves. The response from

participating managers was overwhelming. One

described it as the best training he had attended

on the topic in more than 15 years with Cummins.

“I’m convinced being a great leader in the more

complex future, will mean being great at managing

people different from ourselves,” said Lisa Gutierrez,

Cummins Executive Director of Global Diversity.

“Whether that involves race, gender, and ethnicity,

or age, special needs, or education and technical

expertise, managers have to provide employees

with the coaching they need to succeed.”

Members of GOAL – the Latino Affinity Group of Southern Indiana,

participate in an Affirmative Development Project workshop.

President and COO Tom Linebarger participates in the project

workshop with the African & African American Affinity Group.

Taking diversity to the next level

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94 Cummins Inc. Sustainability Report 2010

Cummins’ commitment to supplier diversity is strong

in good times and bad. Despite the global economic

slowdown, the Company in 2010 reaffirmed its goal

of reaching $1 billion in business with diverse suppliers

by 2012 – a goal set before the recession started.

The Company reached $432 million in spending

with diverse suppliers in 2009. Chairman and Chief

Executive Officer Tim Solso, who has supplier diversity

goals in his own workplan, says Cummins’ Diversity

Procurement initiative is too important to retreat on now.

“To get to $1 billion in 2012 is going to require a different

mindset,” Solso told Company leaders and purchasing

staff earlier this year. He called for a collaborative effort to

begin thinking about diverse supplier opportunities at the

outset of planning for new initiatives.

While the $1 billion goal is daunting given the economy

(the goal represents about 12 percent of Cummins’

projected spending in 2012), Gordon Fykes,

Cummins Director of Diversity Procurement, notes

that the Company increased its diverse spend from

$150 million in 2004 to the $432 million recorded

in 2009.

“We have made tremendous progress in a short

period of time,” Fykes said. “Working together, we

just have to climb up the mountain a little higher.”

Cummins strategy

At Cummins, supplier diversity, also known as

diversity procurement, is viewed as a logical extension

of the Company’s workforce diversity initiatives and

part of Cummins’ commitment to “serve and improve

the communities in which we live.”

By working with diverse suppliers, the Company is

able to increase economic opportunity in all of the

communities where our employees live and where

the Company does business.

But it’s also a fundamental business strategy. Just as

workforce diversity has bottom line benefits, Diversity

Procurement helps increase the number of companies

competing for Cummins’ business, which will ultimately

result in lower prices and better service for the Company.

Cummins Diversity Procurement staff serves as

a resource for Company leaders and purchasing

officials who want to solicit bids from diverse suppliers

for Cummins purchases.

In addition, the staff works with diverse suppliers to

help them develop into the kind of suppliers who can

not only help Cummins with its purchasing needs, but

partner with the Company to find new and innovative

ways to please Cummins’ customers.

There are no handouts or set asides in Cummins’

Diversity Procurement Program. Diverse suppliers

must compete on price and quality. The Diversity

Procurement staff’s top goal is to ensure diverse

suppliers — minority-owned, women-owned,

veteran-owned etc. — get an opportunity to

compete for the Company’s business.

Company recommits to $1 billion goal

Highlights

Cummins recommits to $1 billion goal for diverse spending in 2012.

Diversity Procurement launches major effort to encourage Tier 1 suppliers to use diverse suppliers on sub contracts.

Diverse Procurement staff publishes catalog of diverse suppliers.

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95Employee Relations

Council plays key role

The Diversity Procurement staff works closely with

the Diversity Procurement Council, a 12-member

board with representatives from the Company’s

Business Units – the Engine Business, Filtration,

Emission Solutions, Power Generation, Turbo

Technologies, Parts and Services and Distribution

– as well as representatives from the Indirect

Purchasing and Corporate Diversity Departments.

Council members serve as ambassadors for the

Company’s supplier diversity initiative within

their business units. In addition, the Council and

Diversity Procurement staff co-sponsor a yearly

summit that brings together suppliers, purchasing

officials and senior leaders to share best practices

and discuss issues pertaining to supplier diversity.

To reach $1 billion, the Company is counting on

council members to work with their purchasing

associates to ensure diverse suppliers are getting

an opportunity to bid on Company work.

In fact, Fykes regularly tells purchasing personnel

that if diverse suppliers aren’t competitive on price

and quality, they should not get Company business.

The road map to $1 billion

Fykes and his staff have developed several tools to

help the Company reach the $1 billion goal:

Diverse Supplier Booklet: The “2009 Diverse

Supplier Profile Booklet” includes detailed descriptions

of 35 women- and minority-owned businesses

recommended because they have offered top quality

goods and services at competitive prices in their

work for Cummins. The booklet is designed to be

periodically updated and expanded.

The catalog is provided not only to Company

purchasing leaders but also to Cummins non-

diverse“Tier I” suppliers in the hope they will

use it to find diverse suppliers to help them

fulfill Cummins’ contracts.

“We hope everyone receiving the booklet will utilize

it to provide these top diverse suppliers with more

inclusion in discussions and more exposure, resulting

in future bid opportunities,” Fykes said.

Diversity Procurement Website:

The Company recently updated its Diversity

Procurement Website, providing one place where

potential diverse suppliers can register their interest

in doing business with Cummins and learn about new

business opportunities with the Company, and where

non-diverse Tier 1 Suppliers can input how much

of their contract with Cummins is going to diverse

suppliers and access a copy of Cummins Diverse

Supplier Profile Booklet.

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96 Cummins Inc. Sustainability Report 2010

DP Times newsletter: The Diversity Procurement

staff recently established a quarterly newsletter

distributed to Cummins leaders with up-to-date

information on the Company’s supplier diversity

initiatives, including charts showing each business

unit’s progress toward meeting the Company’s

$1 billion goal. The guide also includes a commentary

by Fykes on how Cummins is doing, as well as tips

for both diverse suppliers and purchasing officials

trying to find them.

“To reach $1 billion, we have to find ways to keep

people’s attention on our Diversity Procurement goal,”

Fykes said. “In difficult times, it’s easy to just go with a

supplier you know. But by going the extra mile to seek

out a bid from a diverse supplier, you are setting in

motion something that will help our Company and

our communities for years and years to come.”

Challenges ahead: Diversity

Here are three areas related to the Company’s

diversity initiative that Cummins will be working

to improve in 2010:

Taking Diversity Global: A major focus will

continue to be taking the Company’s diversity

value beyond the United States. That includes

building the kind of employee networks necessary

to work with leaders and managers on creating

safe and inclusive workplaces.

Supporting Local Diversity Councils: Cummins

Local Diversity Councils help shape the diversity

environment at their particular locations but many

have not experienced the level of support they

need to flourish. The key is providing that support

without undermining the local leadership which

is fundamental to a successful LDC . A global

Six Sigma project focused on improving LDC

effectiveness and efficiency kicked off in

June 2010.

Chairman’s Diversity Council: Cummins in

2010 is re-establishing the Chairman’s Diversity

Council to be chaired by CEO Tim Solso and

COO Tom Linebarger. The council will work in

conjunction with the Operating Leadership Team

to lead and champion diversity through the

Diversity Business Case, the Leadership Culture

Series and through the members’ current roles

as sponsors of Affinity Groups and Local

Diversity Councils.

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97Employee Relations

A key component of Diversity Procurement’s road map

to $1 billion is a requirement that Cummins’ largest

non-diverse suppliers work with smaller diverse

suppliers to fulfill their contracts with the Company.

Cummins hopes to increase what is called Tier II

diverse spend from about $50.7 million in 2009 to

$291 million by 2012.

At this year’s supplier Diversity Procurement

Summit, Ignacio Garcia, Vice President and

Chief Manufacturing and Procurement Officer, and

Gordon Fykes, the Company’s Director of Diversity

Procurement, established a goal of 10 percent

diverse spend for non-diverse Tier I suppliers,

the Company’s largest suppliers.

“Many minority-owned and women-owned

businesses are not large enough to take the lead on

our largest contracts,” said Fykes. “But they can play

an important secondary role and at the same time

learn a lot from our primary suppliers.”

“In time, our hope is that some of our minority-owned

and women-owned businesses will grow into Tier I

suppliers for Cummins,” he said.

Dozens of Cummins suppliers are currently not

reporting any spending with diverse suppliers to

the Company — even though some have their own

Diversity Procurement programs.

Cummins has streamlined its Web site and reporting

procedures in the hope that more suppliers will report.

Better reporting would have resulted in another

$50 million in 2009 if those Companies were

reaching the 10 percent goal, Fykes believes.

Fykes said non-diverse Tier I suppliers can enjoy

the same benefits Cummins does in pursing supplier

diversity: stronger communities, which ultimately

translates into better markets for their products

and services.

In addition, helping smaller diverse suppliers grow

and develop can create competition for the purchasing

needs of large suppliers – resulting in lower prices and

better service for them, as well.

“Diversity procurement isn’t something that only

works for Cummins,” Fykes said. “It works for any

company that makes a sustained effort at developing

diverse suppliers.”

Smaller diverse suppliers can play critical role

Cummins employees celebrate the Indiana Minority Supplier Development Council’s highest honor for a fifth consecutive year.

The Company was named the IMSDC’s 2009 Circle of Excellence Award winner at the council’s Supplier Diversity Conference

& Business Opportunity Fair in Indianapolis.

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98 Cummins Inc. Sustainability Report 2010

Cummins’ ability to attract and

retain capable employees around

the world is critical to the Company’s

long-term success.

Cummins currently has more than 35,000 employees

working in 51 countries and expects to increase its

workforce by as much as 30 percent over the next

three years to meet strong forecasted growth across

all its businesses.

Much of that growth will occur outside the United

States, where more than half the Company’s current

employees are located. One of the Company’s

strategic goals is to create a workforce – and a

leadership team – that is a reflection of Cummins’

global scope.

Creating the right work environment for employees

to succeed is one of the Company’s six strategic

principles. The effort to create a sustainable workforce

begins as soon as an employee joins Cummins and

continues throughout his or her career.

Cummins invests significantly in employee

development at all levels and across all parts of

the organization, and the Company has a number of

initiatives aimed at improving the skills and increasing

satisfaction among its workforce.

Here is a look at some of the larger employee

development efforts at Cummins today.

Starting on the right foot

Cummins has learned that the largest percentage of

employee turnover occurs among workers who have

been on the job for less than five years. Over the past

three years the Company has begun to develop a

consistent approach to educating new workers on

Cummins’ business and values.

Called “OnBoarding,” the effort strengthens the ties

our newest employees feel toward Cummins. The

program will eventually include a structured program

that stretches over the first year of an individual’s

career. Today, that effort focuses on the employee

experience over the first 90 days at Cummins, and

begins as soon as an employee accepts a position

with the Company.

Creating a sustainable workforce

Highlights

Right environment critical as Cummins prepares to grow.

Company offers programs to help employees at all levels of their development.

Cummins preparing for a new generation of employees as more experienced workers reach retirement age.

Cummins has a high-technology workforce with nearly

6,000 engineers, about a sixth of its total employees, and

another 1,000 staff members in technical or scientific roles.

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99Employee Relations

Newly hired salaried employees in the United States

and China receive a standard weeklong orientation

into the Company, followed by common work site

activities throughout their first 90 days on the job. The

program includes an introduction to Cummins’ history,

Vision, Mission and Values, training on the Company’s

Code of Conduct and other employee policies, and a

welcome from Cummins leaders, all designed to allow

new employees to hit the ground running.

Cummins plans to expand the OnBoarding program to

its operations in India, Middle East and Mexico in 2010

and eventually implement the program globally.

Building a culture of leadership

A company is not truly sustainable without an

effective process to identify and develop leaders.

Ask Tim Solso to name his most important

responsibility in his role as Cummins Chairman

and CEO and the answer you will get is “developing

leaders across the Company.”

Cummins believes it’s especially important for a global

company because of the complexities inherent in

leading a corporation with employees in different

countries, living in different time zones, with different

customs, often speaking different languages.

The Leadership Culture Series was created in 2009

to strengthen the Company’s commitment to providing

the skills necessary to build successful leaders across

Cummins. The program, designed for the Company’s

top 300 leaders, focuses on five specific leadership

skills considered to be critical to Cummins’ future

success. They are:

Coaching and development

Fostering open communications

Managing Diversity

Talent management

Thinking strategically

A top executive at Cummins takes ownership of

each individual skill area, leading discussions and

serving as both a role model and a champion for

that particular skill. Participants are expected to

incorporate lessons from the sessions into their

work plans and day-to-day interactions with staff

members, colleagues, customers and

other stakeholders.

Cummins workforceHere’s a quick look at Cummins’ workforce.

High-tech: Cummins depends on

an increasingly high-tech workforce.

Of its nearly 36,000 employees:

Almost 6,000 are engineers.

Approximately 1,000 additional employees

are working in technical/scientific roles.

About another 800 employees work in

Information Technology (IT) jobs.

Location: About 60 percent of our employees

are located outside the United States.

Unions: About 38 percent of our employees are

represented by various unions under collective

bargaining agreements that expire between 2010

and 2014.

Future: As economies recover from the global

recession, Cummins expects its workforce to

increase by as much as 30 percent over the

next three years.

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100 Cummins Inc. Sustainability Report 2010

Coaching and development: A lifelong journey

At Cummins, coaching and development doesn’t

stop when an individual reaches a senior leadership

position in the Company. As part of our commitment

to creating a sustainable organization, Cummins has,

over the past four years, developed an executive

leadership development program aimed at educating

today’s top leaders – and those of tomorrow – about

the breadth and depth of the Company’s business.

Now beginning its third cycle, the executive

development program brings together small groups

of high potential senior leaders and mid-career

professionals for 24 months of extensive education

about the Company’s operations. All those selected

are viewed as having the potential to become a

member of the senior leadership team at some point.

Cummins top leaders, including the CEO and

President, are heavily involved in the program, and

program participants gain significant insights to

the issues and opportunities facing the Company

through their interactions with these leaders and with

one another. Members of the group have a hand in

developing the program, and executive development

groups have traveled globally to learn about various

aspects of the Company’s business.

Creating a career vision for all employees

More than 60 percent of the Company’s workforce

consists of employees working on the manufacturing

plant floors, in our technical operations, at our service

centers or in Cummins offices around the world. These

employees (referred to as “hourly” or “non-exempt” in

the U.S.) help design, machine, assemble, service and

sell the Company’s products and are vital to Cummins’

long-term success.

Challenges ahead: Workforce

As Cummins prepares for a period of growth after

the global recession, there are several workforce

related challenges facing the Company:

Culture: Cummins expects its workforce of more

than 35,000 to grow by as much as 30 percent

over the next few years to meet strong forecasted

growth across all its businesses. One key factor

will be having processes in place to preserve

the aspects of Cummins culture that make the

Company great.

Leadership: Chairman and CEO Tim Solso has

said he wants the Company’s top leadership to

“look like the United Nations,” consistent with a

Company where more than 60 percent of its sales

occur outside the United States. Finding ways to

develop leaders globally will be critical.

Retirements: A significant portion of both the

hourly and professional workforce are expected

to retire in the coming years. Recruiting and

retaining the next generation of workers, in what

is expected to be a highly competitive environment

once the economy improves, will play a pivotal

role in the Company’s long-term performance.

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101Employee Relations

And, as Cummins prepares for a period of growth

over the next several years, the ranks of these

employees is expected to grow significantly around

the world. At the same time, the demographics

of this part of our work force suggest that a large

number of our most experienced workers are likely

to be retiring over that same period.

Finding and retaining skilled workers capable of

handling the increasingly technical work being done

at many Cummins facilities has become a challenge

and, in some cases, a significant obstacle to growth.

In order to maintain a world-class workforce at all

levels, Cummins is in the midst of its most ambitious

effort yet to increase the long-term capabilities of

our these workers around the world and improve

the opportunities afforded these employees.

Historically, the Company has lacked a unified

approach to attracting, developing and retaining its

shop, engineering technician, service technician and

office workforce. A cross-functional global team led

by Human Resources is out to change that.

The Company’s Workforce Strategy Group has been

collaborating with Cummins leaders from around the

world for the past 18 months to define and articulate the

Company’s “work force philosophy” and align the core

strategies and processes needed to provide improved

career opportunities to our employees and assure the

success of the organization over the next 20 years.

As the Company’s products become more complex,

the skills necessary to manufacture, sell and support

those products must become more sophisticated.

A primary focus of the Workforce Strategy Group is to

define the road map that will assure we can effectively

develop and manage increasingly skilled workers who

can meet the Company’s changing needs around

the world.

By establishing effective processes to select, manage,

develop and advance workers who are capable of

meeting the Company’s increased needs, Cummins

can create a lasting competitive advantage.

To do that, our work environments must be inclusive

and the Company must be committed to providing

challenging work and the appropriate rewards to

its hourly workforce so that it can create a culture

where career-long learning and development is the

expectation, not the exception.

President and COO Tom Linebarger speaks at a career development forum sponsored by GOAL —

the Latino Affinity Group of Southern Indiana.

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102 Cummins Inc. Sustainability Report 2010

Editor’s note: Cummins is engaged in a number

of significant partnerships on the key topics

of education, the environment and social

responsibility/improving the human condition.

Here’s a look at one:

Fourteen years ago, Cummins stepped in

to help a neighbor in Memphis, Tenn. That

neighbor happened to be a university in need

of a computer lab.

In 1996, The Cummins Foundation donated

$100,000 to build the lab at LeMoyne-Owen

College – but the donations didn’t stop with

money. Employees stepped in to set up the

computers and train students and faculty on

how to use the software.

Cummins, which has a distribution center and a

manufacturing plant in Memphis, and the college

have been partners ever since.

LeMoyne-Owen is one of the United States’

Historically Black Colleges and Universities.

It was founded in 1862 as LeMoyne College and

became a four-year college in 1934. It merged

with Owen Junior College in 1968, becoming

LeMoyne-Owen College.

Located less than three miles from downtown

Memphis, the college currently has 854 students,

a number the school hopes to see increase with

the help of Cummins.

When LeMoyne-Owen was threatened with

losing its accreditation in 2006 because of a

lack of funds, The Cummins Foundation

donated $600,000 over three years and worked

with LeMoyne-Owen employees on a Six Sigma

project on recruitment.

Enrollment went up 23 percent, according to

LeMoyne President Johnnie B. Watson, who

says the school will close the upcoming fiscal

year $1 million in the black. Now, LeMoyne-Owen

is looking at how it can improve in the future,

with Cummins’ help on a new strategic plan.

“We have representatives from Cummins to help

us develop the plan, specifically [in] the Office of

Institutional Advancement,” Watson said.

“That office does marketing for the college and

raises money for the college. All indications are

this year will surpass last year, and things are

getting better.”

A Six Sigma project has also been launched with

Cummins employees and LeMoyne-Owen staff.

This project will focus on student retention.

Cummins’ Community Involvement Team in

Memphis also hosts the Hank Aaron Celebrity

Sports Weekend, a fundraiser that brought in

$75,000 for LeMoyne-Owen last year –

including a $25,000 contribution from

Cummins’ Memphis operations.

Significant partnerships

Neighborly behavior helps college in Memphis

The LeMoyne-Owen College

Memphis, Tennessee

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The investment is paying off. Because of its improved

financial condition, LeMoyne was able to offer a

supply chain management program to its curriculum.

Cummins employees have taken advantage of that

opportunity and enrolled in the program.

Cummins, which has three employees who have

graduated cum laude from LeMoyne, provided the

college with another resource in 2006 – Allen Pierce.

Pierce, General Manager for New and Recon Parts

Manufacturing in Memphis, is today a member of the

Board of Trustees at LeMoyne. He said he feels a

very personal connection to the college.

“I am also a graduate of an HBCU (a Historically

Black College or University),” Pierce said, “and I

understand the important role that LeMoyne-Owen

College plays in the Memphis community.”

LeMoyne-Owen College

Location: Memphis, Tenn.

Mission: Providing higher education as one of the

U.S.’s Historically Black Colleges and Universities.

History: Founded in 1862; merged with Owen

Junior College in 1968.

Special features: Cummins became involved in 1996

by donating a computer lab, software and training.

Cummins involvement: Over 14 years,

The Cummins Foundation has donated more than

$700,000 and employees have volunteered hundreds

of hours in fundraising and general expertise.

LeMoyne-Owen College hopes to offer more students the opportunity for a college education now that it’s on firmer financial

ground thanks in part to help from Cummins.

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104 Cummins Inc. Sustainability Report 2010

Financial performance:

Cummins remains strong in 2009

despite global recession

Like many other companies, Cummins’ sales and

profitability in 2009 were affected by the global down-

turn that began in late 2008. But thanks to aggressive

action to reduce costs, the Company earned a solid

profit and is poised for growth in 2010.

Cummins’ sales were $10.8 billion in 2009, down

24 percent from $14.3 billion in 2008. Net income was

$428 million, down 45 percent from $755 million in 2008.

Despite the decline in sales, Cummins managed to

make a solid profit, which allowed the Company to

continue investing in technologies and projects critical

to the Company’s sustainability.

Earnings Before Interest and Taxes (EBIT), excluding

restructuring and other charges, was $774 million,

or 7.2 percent of sales – the fourth best EBIT as a

percentage of sales in the last 25 years.

Cummins financial performance improved every

quarter during 2009. EBIT, before restructuring and

other charges, grew from a recent low of 2.8 percent

of sales in the fourth quarter of 2008 to 11.4 percent

of sales in the final three months of 2009.

All four of the Company’s operating segments

were profitable in 2009, and Cummins increased

its share in most markets around the world last year.

The Company focused on four key priorities in 2009

with a goal of emerging from the recession an

even stronger company, well positioned to take

advantage of the economic recovery. Those priorities,

which remain in effect in 2010, are:

Continuing to invest strategically in new products

and technologies that will create long-term

growth opportunities.

Generating positive cash flow.

Maintaining a realistic estimate of demand and

then aligning our cost structure and manufacturing

capacity to that demand.

Delivering the best possible customer support,

especially when our customers may need it the most.

Highlights

Cummins turns profit in 2009 despite global recession.

Aggressive actions result in significant savings and efficiencies.

Better times predicted for 2010 and beyond as key trends favor Cummins.

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105Financial

Decisive action

The severity of the global recession and the speed

at which it spread caused Cummins to take decisive

action in 2009 to meet its financial commitments.

The Company reduced its global workforce by

15 percent from late 2008 through the middle of last

year, froze merit pay, instituted salary cuts for officers

and directors and reduced expenses in every category

across every part of the Company.

These actions, while painful in many respects,

reduced the Company’s costs in line with demand

and contributed significantly to profitability in 2009.

Cummins also lowered our inventory level by more

than $400 million last year, which improved our cash

position by more than $500 million over the course

of 2009. The Company ended the year with just over

$1 billion in cash and marketable securities.

Despite the recession, Cummins continued to invest

significantly in the business with capital expenditures

of $310 million in 2009. Most of the investments were

for critical technologies and programs designed to

help the Company meet new emissions standards and

to enter new product markets in emerging regions.

The Company continued to return significant value to

its shareholders in 2009: Cummins’ stock appreciated

75 percent in 2009 and the Company ranked in the top

25 among the Fortune 500 companies for total return

to shareholders for the five-year period of 2005–2009.

Cummins manufacturing operations faced extreme

volatility in demand over the past year. In the first half

of 2009, demand was very weak. It then surged to

near-record levels in the United States during

the fourth quarter as customers ordered engines

in advance of federal emissions regulation changes,

which took effect Jan. 1, 2010.

Pat Ward, Vice President – Chief Financial Officer at Cummins, meets with Richard Harris, Vice President – Chief Investment Officer

and Dean Cantrell, Director – Investor Relations.

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106 Cummins Inc. Sustainability Report 2010

That increase in demand led to an expected

corresponding drop in volumes in the first quarter

of 2010. Medium- and heavy-duty North American

engine shipments in the first quarter of this year were

90 percent lower than the fourth quarter of last year.

That volatility was very disruptive to the Company’s

operations, but employee efforts to manage capacity

and improve productivity allowed Cummins to

profitably navigate this challenging period.

Looking ahead

The Company reported strong financial results for

the first quarter of 2010 thanks in large part to our

leadership position in China, India and Brazil.

International sales accounted for 64 percent of the

Company’s consolidated revenues in the first quarter

and our consolidated international sales rose

27 percent from the first quarter of 2009.

As the U.S. and European markets recover, 2010

is expected to be a much better year for Cummins.

Sales are expected to reach $12 billion by the end

of 2010, an 11 percent increase from 2009, with

EBIT, excluding restructuring and other charges,

of 10 percent of sales.

The Company also expects to invest $400 million in

capital projects in 2010, mostly to support initiatives

related to new products and capacity expansion.

In March 2010, Cummins publicly shared its five-year

outlook. The Company expects average annual sales

growth of 13 percent a year from 2010-2014, about

twice the annual growth rate over the last 30 years.

Over that period, the Company expects to earn an

average EBIT of 10 percent of sales.

Cummins’ work to remain strong during the

global recession, along with a number of long-

term industry and market trends working in its

favor, has positioned the Company for a period

of sustained profitable growth in the future.

Here are those key trends:

Tougher emissions standards: Tougher emission

standards are being implemented around the world,

which plays to the Company’s strength as the global

leader in emissions technology research and design.

The globalization of business: Cummins has a

leadership position in large international markets

such as China, India and Brazil and a strong global

distribution network that gives the Company

access to growing markets around the world.

The price and availability of energy:

Fuel prices are expected to continue to increase,

which should boost demand for Cummins’ fuel-

efficient diesel engines. In addition, the demand

for electricity is expected to outpace supply

worldwide over the next several years, creating

opportunities for the Company’s power

generation business.

Infrastructure growth around the world:

A significant increase in infrastructure spending

worldwide over the next two decades,

especially in large emerging markets, should

increase demand for Cummins’ products that

serve industrial and power generation markets.

Four key trends for future growth

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107Financial

Six Sigma delivers

for Cummins

Ten years of Six Sigma at Cummins have delivered

$3 billion in savings by helping the Company reduce

waste and variation.

But what is even more important is how Six Sigma

has helped change Cummins culture:

Got a tough problem to solve? Try Six Sigma.

Developing a new technology? Apply Six Sigma.

Trying to figure out what solution might work best for

a customer? Use Six Sigma tools and in the process,

build a closer relationship with the customer.

Six Sigma is a business improvement tool that uses

data to identify defects and variation. It is used in every

part of Cummins everywhere in the world, creating

a common language to solve problems and develop

new products and processes.

Cummins also uses Six Sigma on its sustainability

work – developing the technology to make engines

cleaner and more fuel efficient while creating a greener

work environment everywhere it does business.

That effort is part of Cummins’ Six Sigma Star Point

program, which focuses the talents and energies of its

most skilled and experienced Six Sigma professionals

on issues that cross all business units in all parts of

the global company.

Leading the Star Point program on sustainability are

two Cummins master black belts: Eddie Beal and

Karen Cecil. They are pooling the resources of Six

Sigma belts across Cummins to identify new projects

or best practices from existing projects and programs

to help Cummins meet its sustainability goals.

“This grew out of our ongoing effort to make the

environmental issues visible up front in the product

design process,” Beal said. “And a large part of this

is strategy. What will enable us to be successful in

reducing our carbon footprint and be profitable

as a company.”

After identifying completed or new projects that focus

on sustainability, the belts will work to identify what

principles or process can be applied to other areas

of Cummins, Beal explained.

One example: Jason Jones, a master black belt with

Cummins Power Generation in Kent, United Kingdom,

did a logistics project in his region to identify how often

trucks were only partially loaded as they made their

deliveries. By coordinating with other plants Jones

and his team were able to combine freight pickups

resulting in fewer trucks on the road, saving fuel and

reducing emissions. It is the kind of project that could

serve as a template for similar projects in other parts

of Cummins’ business, Beal said.

The sustainability work is just one example of how Six

Sigma continues to transform the Cummins culture.

Other Star Point programs are focusing on customers,

manufacturing improvements and the supply chain.

George Strodtbeck, Executive Director of Quality

and the Cummins Operating System, says that before

Six Sigma, profits did not always directly track with

increases in sales and when a recession hit, the

Company usually lost money.

The discipline and the data-driven approach to

decision making that Six Sigma brought has prepared

the Company to respond quickly when the market

Students at the capstone training exercise must use Six Sigma

techniques to hit targets with a balsa wood airplane.

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108 Cummins Inc. Sustainability Report 2010

changes. So in 2009, after the downturn hit,

Cummins could adjust, making a profit while

investing in key projects and technologies.

Ten years of improving quality and processes

paid off. “Waste and variation just cost you money,”

Strodtbeck said.

The benefits of Six Sigma can be seen in the

39 projects recognized this year with the Chairman’s

Six Sigma Quality Award. These projects represent the

best of the nearly 4,000 projects completed in 2009.

The winning projects, considered the best of the best,

are responsible for savings of $67 million to Cummins

and $8.6 million to customers last year.

Strodtbeck notes that while other companies can sell

their customers an engine or other products, Cummins

can deliver a full range of services and support that

includes working with them to lower their costs.

As Cummins enters its second decade of Six Sigma,

the tools remain a vital part of how the Company does

business. In fact, employees in upper management

must be Green Belt certified in order to advance or

make a lateral move within the Company.

More about Six Sigma

The use of the term Six Sigma refers to a

measurement in which 99.99966 percent of

manufactured products are free of defects.

By the numbers

18,000Green and black belt projects completed since 2000

4,000 Projects completed in 2009

$3 billionTotal savings to Cummins since 2000

$750 millionTotal savings to Cummins customers since 2000

11,000People trained in using Six Sigma tools at Cummins

Challenges ahead: Financial performance

Despite the Company’s relatively strong performance during the recession, Cummins faces some

significant challenges in 2010. Among them:

Continued economic weakness in the United States

and Western Europe: These large, mature markets

have not rebounded from the downturn as quickly

as developing economies such as India, China and

Brazil. Cummins expects our business in the U.S.

and Western Europe to grow more modestly than in

other areas in 2010, although the second half of the

year is expected to be better than the first half.

Continued investment in critical technologies:

Cummins needs to continue to manage its busi-

ness conservatively in order to earn a solid

profit and generate the cash necessary to fund

increased investment in key technologies and

products. The Company plans to increase its

capital spending by 30 percent from 2009, with

much of the investment going to fund new

products and capacity expansion.

Planning for the recovery: Even as Cummins

continues to work through the global economic

downturn, the Company needs to increase its

focus on taking advantage of the significant

long-term opportunities we see for the business

beginning in 2011.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 111 of 117 Pg ID 1165

109Financial

Cummins has added a new strategic principle –

Lead in Critical Technologies – to the five

long-standing principles used to guide the

Company’s growth.

While Cummins has been a high technology company

for many years, the new principle, adopted earlier this

year, will re-enforce the importance of being first to

market with the best technology.

“Cummins is absolutely committed to technological

innovation,” said John Wall, the Company’s Chief

Technology Officer. “We have been a leader

throughout time and intend to continue to be a

leader in technology.”

Cummins has developed key technologies and

subsystems critical to emissions performance and

fuel efficiency, two key factors in the design and

manufacture of the Company’s products.

With a global footprint extending into 190 countries,

Cummins has a broad understanding of the upcoming

technology demanded by industry. That knowledge

provides the Company with a competitive advantage.

In the next three to five years, nearly every major

economy in the world will have to comply with

regulations governing emissions and fuel economy.

Cummins’ customers will be looking to the Company

for help meeting those regulations through products

such as our engines and components.

By leading the way in critical technologies, Cummins

can be an effective partner with our customers while

maintaining an advantage with our competitors.

Our new strategic principle

Cummins Strategic Principles

Leverage Complementary Businesses:

Cummins is a family of complementary

businesses that create value for our customers.

Increase Shareholder Value: Cummins’ success

is measured by growth in shareholder value.

Be the Low Cost Producer: Cummins will

pursue an operational strategy of cost leadership.

Lead in Critical Technologies: Cummins will

be the market leaders in technologies critical to

our customers’ success.

Seek Profitable Growth: Cummins will

seek profitable growth by leveraging our

assets and capabilities to grow where

Cummins can establish an advantage.

Create the Right Work Environment:

Cummins will assure that the physical and

cultural work environment is conducive to

excellent performance.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 112 of 117 Pg ID 1166

110 Cummins Inc. Sustainability Report 2010

Engines

Sales: $6.6 billion

EBIT margin: 3.9 percent

Mid-Range Engines: Diesel engines for on-highway

applications from 120-145 horsepower. Natural gas-

and LPG-fueled version from our Cummins Westport

joint venture. Mid-range engines for off-highway of

31-365 horsepower.

Heavy-Duty Engines: Diesel engines for on-

highway applications from 280-600 horsepower and

off-highway applications from 290-630 horsepower.

High-Horsepower Engines: Diesel and natural

gas engines from 380-3,500 horsepower.

Aftermarket support: New and reconditioned

parts distribution and service support for customer,

distributors and dealers worldwide.

Customers and markets

Light-duty automotive, RV, medium-duty truck,

specialty vehicle, bus, heavy-duty truck, agriculture,

construction, mining, marine, rail, defense, logging,

power generation, oil and gas markets

Original Equipment Manufacturers (OEMs)

who install Cummins engines in their vehicles

and equipment

Global dealer and distributor network

Power Generation

Sales: $2.4 billion

EBIT margin: 6.9 percent

Commercial Power Systems: Generator sets,

control systems and power electronics for a wide

range of power requirements primarily powered by

diesel and natural gas engines. Turn-key systems,

combined heat and power installations, rental power,

and plant operation and maintenance services.

Consumer systems: High performance diesel,

LPG, natural gas and gasoline fueled generator sets

with associated control systems from 2 to 99 KW for

use as auxiliary power in a range of consumer, mobile,

and specialty equipment.

Alternators: Newage Stamford, AVK, and Markon

synchronous AC alternators from 0.6 to 30,000 KVA.

Variable speed alternators, converters and

control systems.

Engines: Cummins diesel engines engineered

for use in generator sets.

Customers and markets

Customers needing standby power, distributed

power or auxiliary power

Public and investor-owned utilities,

telecommunication providers, manufacturing and

industrial facilities, mining and petrochemical sites,

healthcare, retail and financial and petrochemical

sites, healthcare, retail and financial facilities, water

treatment plants and residential homes

RV specialty vehicle and marine pleasure craft OEMs

Generator set assemblers

Operating segments

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 113 of 117 Pg ID 1167

111Financial

Components

Sales: $2.4 billion

EBIT margin: 4 percent

Filtration: Air, fuel, hydraulic, coolant and lube

filtration, crankcase ventilation, chemical and exhaust

system technology products for all engine

powered systems.

Aftertreatment: Catalytic exhaust systems and related

products, including packaging of catalytic exhaust

systems, engineered after treatment components and

system integration services for engine manufacturers.

Turbochargers: Holset turbochargers and related

products, including variable geometry and wastegate

turbochargers, high pressure ratio and multi-stage

solutions, for engines ranging from 3 to 25 liters.

Fuel Systems: Diesel fuel pumps, injectors and

components, high pressure common rail fuel systems

for diesel engines, controls for diesel fuel systems.

Reconditioned diesel pumps, injectors and electronic

control modules.

Customers and markets

OEMs who manufacture vehicles and equipment

for all fuel powered systems

OEMs and Aftermarket distributors, dealers and

end users who serve all engine powered systems

Light-duty automotive, RV, medium-duty truck, bus,

heavy-duty truck, agriculture, construction, mining,

marine, small engines, rail, oil and gas and

stationary industrial markets

Distribution

Sales: $1.8 billion

EBIT margin: 13.2 percent

Engines and Power Generation: Wholesale and

retail distribution of Cummins engines, generator sets

and related components. Application Engineering and

assembly of Cummins products into packages per

customer needs for marine and RV applications, small

original equipment manufacturers and standby and

prime Power Generation Systems.

Geographic breadth: The segment consists of

18 Company-owned and 18 joint venture distributors

operating in more than 70 countries and territories.

Service and parts: Sales and distribution of parts,

components and related consumables. Repairs,

overhaul, maintenance of all Cummins products.

Develop and support a servicing dealer network to

meet customers’ needs in their local market place.

Solutions: Comprehensive business solutions

using Cummins powered equipment, including rental,

operation and maintenance, cost per-hour contracts.

Customers and markets

Customers who use Cummins-powered equipment

in their business endeavors

Dealers

Local and regional OEMs producing lower volumes

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 114 of 117 Pg ID 1168

112 Cummins Inc. Sustainability Report 2010

Cummins’ sustainability reporting doesn’t end with this document.

Go to our Web site – www.cummins.com – for regular updates to see

how we’re working to meet the needs of all of our stakeholders

and practice good corporate citizenship.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 115 of 117 Pg ID 1169

Cover: Printed on an acid-free blend of 10% banana stalk fibers

(a by-product of the banana industry) and 90% post-consumer

paper at EARTH University, Costa Rica.

Cover printed on 90% post-consumer recycled paper

Interior printed on 100% post-consumer recycled paper

Production Notes

Design and writing: Cummins Corporate Communications

Printing: The Merrick Printing Company

Resource Usage

The savings below are achieved when post-

consumer recycled fiber is used in place of virgin

fiber to create 312 pounds of paper.

3 trees preserved for the future

8 pounds of water-borne waste not created

1,145 gallons of wastewater flow saved

127 pounds of solid waste not generated

249 pounds of net greenhouse gases prevented

1,909,440 BTUs of energy not consumed

The savings below are achieved when post-

consumer recycled fiber is used in place of virgin

fiber to create 2,940 pounds of paper.

28 trees preserved for the future

81 pounds of water-borne waste not created

11,989 gallons of wastewater flow saved

1,327 pounds of solid waste not generated

2,612 pounds of net greenhouse gases prevented

19,992,000 BTUs of energy not consumed

Additional savings since paper is manufactured

with wind power and carbon offsets.

1,326 pounds of GHG emissions not generated

1.4 barrels of fuel oil unused

Equivalent of not driving 1,312 miles

Equivalent of planting 90 trees

Interior: Printed on 100% recycled post-consumer paper

manufactured with electricity that is made with 100% Certified

Renewable Energy, from non-polluting wind power projects.

The 100% post-consumer waste fiber used to make this paper

is process-chlorine free and is Green-seal certified.

2:16-cv-14024-TGB-RSW Doc # 1-20 Filed 11/14/16 Pg 116 of 117 Pg ID 1170

Inc.

Box 3005

Columbus, IN 47202-3005

U.S.A.

cummins.com

©2010 Cummins Inc.

Bulletin Number 4986092

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EXHIBIT 20

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Employees Honored for Making Cummins Stronger Through Innovation | The Block

http://social.cummins.com/making-cummins-stronger-innovation/[11/10/2016 11:09:35 AM]

CUSTOMER SUPPORT OTHER CUMMINS SITES

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 2 of 10 Pg ID 1173

Employees Honored for Making Cummins Stronger Through Innovation | The Block

http://social.cummins.com/making-cummins-stronger-innovation/[11/10/2016 11:09:35 AM]

2014 Julius Perr Innovation Award winners

during Cummins’ Technical Leaders

Conference

Cummins recently recognized 13

employees at the Technical Leaders

Conference with its highest technical

award – The Julius Perr Innovation

Award – for their work in meeting

stringent U.S. emissions standards to

reduce nitrogen oxide (NOx).

Cummins created the award – named

after Dr. Julius Perr, the inventor or co-

inventor on an astounding 80 U.S.

patents – to honor the inventors of

Cummins’ technologies that provide the

greatest value to employees, customers

and other stakeholders.

The 13 engineers and scientists that were recognized in 2014 were honored for their patented

inventions that enabled NOx adsorber catalyst technology to be implemented on the Cummins ISB

engine for Chrysler pickup trucks.

Cummins engineers determined that certifying the Dodge Ram pickup truck to the 0.2 g/mi 2010

NO emission standard early would provide Cummins with significant commercial and technical

advantages. Achieving these stringent emission standards required engineers to reduce particulate

and NOx emissions by more than 90 percent.

The NOx adsorber catalyst and engine controls development enabled Cummins to reduce

emissions used on the 2007 Chrysler ISB 6.7L engine. NOx adsorber catalysts temporarily store

NOx when the exhaust is lean. Periodically the exhaust gas is switched to rich, releasing the NOx

and converting it to harmless nitrogen and water.

Cummins engineers also developed state-of-the-art catalyst test rigs, advanced engine controls

systems and test protocols. The fundamental Cummins know-how developed during this project

has since been used in all Cummins products for emissions critical engine applications.

x

EMPLOYEES HONORED FOR MAKING CUMMINS STRONGER THROUGH

INNOVATION

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Employees Honored for Making Cummins Stronger Through Innovation | The Block

http://social.cummins.com/making-cummins-stronger-innovation/[11/10/2016 11:09:35 AM]

Participants and winners pose for a photo

at the 2014 Technical Leaders Banquet

This catalyst system was used in more than

450,000 Chrysler ISB engines from 2007 to

2013. The Environmental Protection

Agency (EPA) credits generated by this

technology allowed Cummins teams to

focus on hitting the next round of emissions

standards for other engine platforms, and

allowed the company to avoid interim

emissions phase-ins. As a result, Cummins

increased its heavy duty market share and

gained the market share lead in 2007. Today, the company maintains that lead with 41.5 percent of

Class 8 vehicles, and 62.5 percent of Class 6 and 7 vehicles.

“These 13 individuals have carried on Dr. Julius Perr’s legacy by making Cummins stronger

through innovation,” said John Wall, Vice President and Chief Technical Officer. “Because of

their hard work and ingenuity, Cummins was able to meet and exceed EPA expectations, gain

market leadership and create significant value for our customers. Congratulations to all of this

year’s Perr Award winners.”

During the ceremony, Mike Cunningham had seven of his patents honored; Sriram Popuri was

named on five patents; Mike Ruth and Sam Geckler each had four patents recognized; Brad Stroia,

Joan Wills and Neal Currier each had three patents honored; Alex Yezerets and Lyle Kocher with

had two patents each recognized; and Paul Miller, Wei Lu, Stewart Sullivan and Jim Fier each had

one patent honored.

Three of the winning inventors have received previous Julius Perr Innovation Awards.

JON MILLS

Jon Mills is the Director of External Communications at Cummins Inc. Jon brings more than 16years of communications focusing primarily on public and media relations. Jon has served as theprimary external communications contact and spokesperson for a variety of companies including

Wellpoint, IU Health, Planned Parenthood. His career has also included stints on Capitol Hill, state level lobbying,talk radio and political campaigns. During his tenure, Jon has also played a leadership role in communicating andmessaging around several crises, including one that attracted national attention when lives were lost at a largedowntown Indianapolis hospital. Jon is a native Hoosier and resides with his family in Indianapolis.

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 4 of 10 Pg ID 1175

Employees Honored for Making Cummins Stronger Through Innovation | The Block

http://social.cummins.com/making-cummins-stronger-innovation/[11/10/2016 11:09:35 AM]

RELATED POSTS

CUMMINS ENGINEER HELPS POWER THE ARMY NATIONALGUA

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 5 of 10 Pg ID 1176

Employees Honored for Making Cummins Stronger Through Innovation | The Block

http://social.cummins.com/making-cummins-stronger-innovation/[11/10/2016 11:09:35 AM]

MY VIEW ON TRADE – DAN DEL GENIO, DIRECTOR O

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 6 of 10 Pg ID 1177

Employees Honored for Making Cummins Stronger Through Innovation | The Block

http://social.cummins.com/making-cummins-stronger-innovation/[11/10/2016 11:09:35 AM]

MAKING THE CASE FOR INTERNATIONAL TRADE

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 7 of 10 Pg ID 1178

Employees Honored for Making Cummins Stronger Through Innovation | The Block

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0 COMMENTSDISCUSSION

DO YOU WANT TO WRITE SOMETHING?COMMENT

INTRODUCING CUMMINS’ CRATE ENGINE PROGRAM: C

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 8 of 10 Pg ID 1179

Employees Honored for Making Cummins Stronger Through Innovation | The Block

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TWITTER

Tweets by @Cummins

TAG CLOUD

CORPORATE RESPONSIBILITY CUMMINS DIVERSITY INNOVATION OUR PEOPLE

SUSTAINABILITY OUR VALUES CUMMINS SUSTAINABILITY COMMUNITY INVOLVEMENT

CORPORATE SOCIAL RESPONSIBILITY DIVERSITY AND INCLUSION POWER GENERATION

EMPLOYEES VALUES ANNOUNCEMENTS CAREERS CUMMINS ENGINES

LEADERSHIP PRODUCTS RECOGNITION

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 9 of 10 Pg ID 1180

Employees Honored for Making Cummins Stronger Through Innovation | The Block

http://social.cummins.com/making-cummins-stronger-innovation/[11/10/2016 11:09:35 AM]

Our Engines

Our

Generators

Filtration

Turbo

Technologies

Emission

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Our

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About our

Products

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© 1995-2014 Cummins Inc., Box 3005, Columbus, IN 47202-3005 U.S.A.

Privacy Policy Terms And Conditions Site Map

2:16-cv-14024-TGB-RSW Doc # 1-21 Filed 11/14/16 Pg 10 of 10 Pg ID 1181

EXHIBIT 21

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 1 of 9 Pg ID 1182

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

NEWS

TWO-MILLIONTH CUMMINS PICKUP ENGINE ROLLS OFF LINE FOR

CHRYSLER

Jeff Caldwell, Executive Director – Viking Program and General Manager-

Global Pickup/Van Business at Cummins talks about Cummins relationship

with Chrysler.

CUSTOMER SUPPORT OTHER CUMMINS SITES

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 2 of 9 Pg ID 1183

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

Cummins built its 2-millionth pickup truck engine for the Chrysler Group LLC in December, the

latest development in a more than 25-year partnership between the two companies.

“This milestone build is a significant achievement for Cummins and our employees, and is an

accomplishment of which we are immensely proud,” said Wayne Ripberger, General Manager –

Pickup and Light Commercial Vehicle Operations. “At Cummins, we take great pride in each and

every engine we build – whether it’s the first or the 2-millionth.”

A small ceremony was held at the Columbus MidRange Engine Plant to mark the occasion. The

actual engine will go on display, touring the United States.

In its own news release Dec. 10 marking the occasion, Chrysler noted the partnership has

benefited both companies.

“The Ram Truck-Cummins diesel partnership is one of the industry’s most enduring and certainly

fitting of such a tribute,” said Fred Diaz, President and CEO – Ram Truck Brand and Chrysler de

Mexico in the news release. “Both companies have benefited greatly, but Ram diesel customers are

the real beneficiaries. Every day they experience the toughness and capability a Cummins-powered

Ram can deliver.”

The first Cummins Turbo Diesel engine was produced for Chrysler at the Rocky Mount Engine

Plant in Rocky Mount, N.C. in 1988. The Cummins-powered Ram has been known for its power

as well as its durability ever since and has developed an extremely loyal following of pickup truck

owners.

The 2013 Cummins-powered Ram will feature the kind of innovation that customers have come to

expect, including:

A 10 percent fuel economy improvement and best-in-class torque.

Smoother handling thanks to a “Smart” exhaust break.

A 15,000 mile – best in class – fuel change interval.

The capability to use a B20 fuel blend.

The high output Cummins Turbo Diesel that powers the 2013 Ram Heavy Duty pickup will

produce 385 horsepower and a best-in-class 850 foot-pounds of torque.

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 3 of 9 Pg ID 1184

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

BLAIR CLAFLIN

Blair Claflin is the Director of Sustainability Communications for Cummins Inc. Blair joined theCompany in 2008 as the Diversity Communications Director. Blair comes from a newspaperbackground. He worked previously for the Indianapolis Star (2002-2008) and for the Des Moines

Register (1997-2002) prior to that.

RELATED POSTS

CUMMINS ENGINEER HELPS POWER THE ARMY NATIONALGUA

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 4 of 9 Pg ID 1185

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

MY VIEW ON TRADE – DAN DEL GENIO, DIRECTOR O

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 5 of 9 Pg ID 1186

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

MAKING THE CASE FOR INTERNATIONAL TRADE

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 6 of 9 Pg ID 1187

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

0 COMMENTSDISCUSSION

DO YOU WANT TO WRITE SOMETHING?COMMENT

INTRODUCING CUMMINS’ CRATE ENGINE PROGRAM: C

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 7 of 9 Pg ID 1188

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

TWITTER

Tweets by @Cummins

TAG CLOUD

CORPORATE RESPONSIBILITY CUMMINS DIVERSITY INNOVATION OUR PEOPLE

SUSTAINABILITY OUR VALUES CUMMINS SUSTAINABILITY COMMUNITY INVOLVEMENT

CORPORATE SOCIAL RESPONSIBILITY DIVERSITY AND INCLUSION POWER GENERATION

EMPLOYEES VALUES ANNOUNCEMENTS CAREERS CUMMINS ENGINES

LEADERSHIP PRODUCTS RECOGNITION

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 8 of 9 Pg ID 1189

Two-millionth Cummins Pickup Engine Rolls off Line for Chrysler | The Block

http://social.cummins.com/two-millionth-cummins-pickup-engine-rolls-line-chrysler/[11/10/2016 11:12:17 AM]

Our Engines

Our

Generators

Filtration

Turbo

Technologies

Emission

Solutions

Fuel Systems

Our

Components

About our

Products

Our People

Corporate

Responsibility

Sustainability

Diversity

Innovation

Our Values

Culture

Stories

Follow Us

Social Live

Stream

Guidelines

Social Media

Subscribe To

Our Updates

Connect

Overview

Vision and

Mission

History

Global

Impact

Our

Customers

Leadership

Innovation

Careers

About Us

Contact

Directory

Locator

Online Parts

and Service

Product

Registration

Customer

Assistance

Support

Press

Releases

Investor

Releations

Investor and

Media

Contacts

Worldwide

Manufacturing

Code of

Business

Conduct

Annual

Meeting

Materials

Investors

and Media Engines

Power

Generation

Emission

Solutions

Filtration

Turbo

Technologies

Fuel Systems

Products

© 1995-2014 Cummins Inc., Box 3005, Columbus, IN 47202-3005 U.S.A.

Privacy Policy Terms And Conditions Site Map

2:16-cv-14024-TGB-RSW Doc # 1-22 Filed 11/14/16 Pg 9 of 9 Pg ID 1190

EXHIBIT 22

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Cummins Inc. - News Release

http://investor.cummins.com/phoenix.zhtml?c=112916&p=irol-newsArticle_Print&ID=1129865[11/10/2016 11:15:46 AM]

News Release

Cummins Named Automotive News 2008 PACE Award Winner for Innovation of the 6.7l Turbo Diesel Engine

COLUMBUS, Ind.--(BUSINESS WIRE)--April 15, 2008--Cummins Inc. (NYSE:CMI) announced today that it has earned a prestigious

2008 Automotive News PACE Award for innovation demonstrated by the 6.7L turbo diesel engine. The PACE Award ceremony, held on

April 14 in Detroit, Mich., honors superior innovation, technological advancement and business performance among automotive

suppliers.

Cummins has been recognized for the 6.7L Dodge Ram Turbo Diesel engine which debuted in January 2007 and is available in the

Dodge Ram 2500 and 3500 models. The 6.7L diesel engine is the strongest, cleanest, quietest heavy-duty diesel pickup truck engine

available on the market and is the first to meet the 2010 EPA emissions regulations in all 50 states. Cummins achieves this by using a

NOx Adsorber Catalyst - a breakthrough technology designed and integrated by Cummins.

As noted by Joe Loughrey, President and Chief Operating Officer of Cummins, in accepting the award, "This is a significant product

innovation and a terrific honor for Cummins to be recognized. We share this recognition with our customer, Chrysler, who collaborated

with us in developing a common vision for a product that would deliver on our commitment to exceptional customer satisfaction while

ensuring our contribution to a cleaner environment." Loughrey also acknowledged several partners who significantly contributed to

Cummins success in the product including the Department of Energy, the Environmental Protection Agency and several supplier

partners.

The PACE (Premier Automotive Suppliers' Contribution to Excellence) Award is viewed around the world as the industry symbol of

innovation. Cummins earned Automotive News PACE Award winner status after an extensive review by an independent panel of

judges, a comprehensive written application and a site visit. The 14th annual award was presented in a ceremony in Detroit, Mich., by

Automotive News and co-sponsors Microsoft, SAP, and Transportation Research Center Inc. (TRC Inc.).

Cummins Inc., a global power leader, is a corporation of complementary business units that design, manufacture, distribute and service

engines and related technologies, including fuel systems, controls, air handling, filtration, emission solutions and electrical power

generation systems. Headquartered in Columbus, Indiana (USA), Cummins serves customers in more than 160 countries through its

network of 550 company-owned and independent distributor facilities and more than 5,000 dealer locations. Cummins reported net

income of $739 million on sales of $13.05 billion in 2007. Press releases can be found on the Web at cummins.com or

everytime.cummins.com.

CONTACT: Cummins Inc. Christy Nycz, 812-377-5141 christy.m.nycz@cummins.com

SOURCE: Cummins Inc.

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EXHIBIT 23

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Cummins Inc. - News Release

http://investor.cummins.com/phoenix.zhtml?c=112916&p=irol-newsArticle_print&ID=1382531[11/10/2016 11:17:58 AM]

News Release

Cummins Announces Multiyear Agreement with Chrysler Group LLC

COLUMBUS, Ind., Feb 03, 2010 (BUSINESS WIRE) -- Cummins Inc. today announced a multiyear extension of its current agreement

with Chrysler Group LLC. Cummins will supply 6.7-liter Turbo Diesel engines for Ram Heavy Duty pickups and Chassis Cab trucks

while continuing to grow its partnership with Chrysler, which began 21 years ago.

Cummins has produced over 1.7 million Cummins Turbo Diesel engines for Dodge Ram Heavy Duty trucks since 1989. Today, over 80

percent of Ram Heavy Duty truck customers purchase their truck with the legendary Cummins Turbo Diesel.

The first Cummins Turbo Diesel was used in the 1989 Dodge Ram, with projected sales of less than 5,000 engines. Actual sales

exceeded 20,000 engines in the first year, signaling to the market that a powerful new combination had been created.

The first Cummins Turbo Diesel was a 5.9 liter at 160 hp (119 kW) and 400 lb-ft (542 N-m) of torque. Today's 6.7-liter Turbo Diesel

delivers 350 hp (261 kW) and 650 lb-ft (881 N-m) of torque. This 118 percent increase in horsepower and 86 percent increase in torque

have been achieved while also reducing exhaust emissions by 90 percent. In 2007, Dodge and Cummins produced the cleanest heavy-

duty diesel pickup in the market by meeting U.S. Environmental Protection Agency (EPA) 2010 emissions levels a full three years in

advance.

"Cummins and Chrysler have a long and important history together," said Dave Crompton, VP and General Manager, Midrange Engine

Business. "The Chrysler business continues to be a key part of our MidRange engine business. Cummins is proud to supply engines for

the award-winning Ram Heavy Duty and to continue working with Chrysler to develop best-in-class products that customers can trust

and depend on now and in the future."

About Cummins

Cummins Inc., a global power leader, is a corporation of complementary business units that design, manufacture, distribute and service

engines and related technologies, including fuel systems, controls, air handling, filtration, emission solutions and electrical power

generation systems. Headquartered in Columbus, Indiana, (USA) Cummins serves customers in approximately 190 countries and

territories through a network of more than 500 company-owned and independent distributor locations and approximately 5,200 dealer

locations. Cummins reported net income of $428 million on sales of $10.8 billion in 2009. Press releases can be found on the Web at

www.cummins.com or everytime.cummins.com.

Photos/Multimedia Gallery Available: http://www.businesswire.com/cgi-bin/mmg.cgi?eid=6166254&lang=en

SOURCE: Cummins Inc.

Cummins Inc.Sena Adekpuitor, 812-377-5042sena.adekpuitor@cummins.com

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EXHIBIT 24

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LOOK AT DODGE RAM, AND IT HITS YOU LIKE THE SEVERAL TONS OF BRICKS YOU’RE CARRYING: QUALITY IN RAM IS MEASURED BY ITS OWN QUALITIES. LIKE DEPENDABILITY THAT STARTS WITH A PUNISHING REGIMEN OF PREPRODUCTION TESTING. LIKE LONGEVITY YOU SENSE DURING YOUR FIRST TEST-DRIVE — AND WHICH YOU MIGHT MEASURE OVER THE NEXT FEW DECADES. TODAY, DODGE RAM QUALITY RANGES FROM THE ALL-NEW 4500 AND 5500 CHASSIS CABS TO THE FAVORITE: RAM 1500 QUAD CAB.® THESE ARE THE LONGEST-LASTING,* MOST DURABLE† LINE OF FULL-SIZE PICKUPS. THIS IS QUALITY IN MOTION — ON THE JOB, STREET, OR TRAIL. THIS IS ’08 DODGE RAM.*Based on R.L. Polk & Co. Vehicles in Operation registration statistics CY 1987-2006.† Durability based on longevity.

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YOU’RE LOOKING FOR A PICKUP WITH EVERYTHING. YOU’RE LOOKING IN THE RIGHT PLACE. RAM.The more you look into ’08 Dodge Ram, the more you realize: there’s much more here than meets the eye. After all, this family of pickups is known for legendary power,

reliability and durability. Other truck manufacturers simply don’t subject their vehicles to this degree of rigorous testing — and they wouldn’t dare produce a pickup as

commanding as Power Wagon.® Keep looking, and you’ll see that the quality of Dodge Ram is what makes it the leader.

1) Ram 2500 Regular Cab SLT in Bright Silver Metallic 2) 3500 Chassis Cab SLT Dually in Flame Red with Dump Body Upfi t 3) 1500 Quad Cab® Big Horn in Brilliant Black Crystal Pearl 4) 3500 Quad Cab Laramie Dually with the available 6.7-liter Cummins® Turbo Diesel in Bright Silver Metallic suited up with Diamond Plate Toolbox and Premium Side Steps — Authentic Dodge Accessories by Mopar 5) 2500 Mega Cab® Laramie with the available 6.7-liter Cummins Turbo Diesel in Inferno Red Crystal Pearl 6) Power Wagon in Flame Red with availableRock Rails, Accessory by Mopar. Look to the back pages for the most popular accessories for Ram.

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Properly secure all cargo.

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DODGE RAM 1500 QUAD CAB. GO BEYOND ITS STUNNING PRESENCE. IN FACT, GO WAY BEYOND. The stand-apart styling of Dodge Ram 1500 Quad Cab models — that bold, pushed-out front end, signature crosshair grille, and muscular stance — works like a magnet

on the eye. Power? The available HEMI® V8 features the brilliantly innovative Multi-Displacement System* (MDS) — and all but attacks the competition as they struggle

to improve their trucks’ mileage. Comfort? From leather-trimmed Laramie interiors to YES Essentials®† stain-resistant, odor-resistant, antistatic seat fabrics to top-notch

navigation systems, we’ve got it covered. Want more? Head over to dodge.com/ram/1500

*Available on 1500 Regular and Quad Cab models. 13 city to 18 highway, EPA est. mpg with MDS. Results depend on driving habits and conditions. †Not compatible with aftermarket fabric-protecting coatings.

Ram 1500 Quad Cab Big Horn 4x4 in Sunburst Orange.

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1 GRAB THE SPORTING LIFE

Score big. Ram 1500 models with the Sport Group — Regular Cab and Quad

Cab® — put every point in your favor. Like the available 5.7-liter HEMI® V8

with MDS.* On 4x4 models, electric-shift transfer case. Front bucket seats.

Authoritative, 20-inch wheels and tires. Options include UConnect®

Hands-Free Communication System, antispin differential, full-screen

NAV radio, AM/FM/MP3/stereo, power sunroof, and more. Authentic Dodge

Accessories by Mopar, like the Fiberglass Tonneau Cover shown to the left,

are also available. See the accessories pages in back for more information.

2 INSIDER INFORMATION

Interior of 1500 Quad Cab with Sport Group is a Ram exclusive: cloth-trimmed

low-back bucket seats with adjustable head restraints, or available two-tone

leather-trimmed front bucket seats.

3 THE ULTIMATE HEAD ROOM

Open the available power sunroof (with a one-touch button), and you’ve got

unlimited air space.

4 THE RADIO YOU WATCH

Convenience at your service. The available navigation system radio in Dodge Ram

encompasses a wide range of benefi ts, including SIRIUS® Satellite Radio.† SIRIUS

Satellite Radio delivers over 130 channels, including 100% commercial-free

music, sports, news, talk, entertainment, traffi c and weather. Factory-installed

SIRIUS Satellite Radio includes a one-year subscription. For more information,

go to sirius.com.

5 YES ESSENTIALS®‡ IS A MUST

It’s a clean look. Cloth seats for all Dodge Ram models feature YES® Essentials

stain-resistant, odor-resistant, antistatic seat fabric. Technology this good

seldom spills over.

6 PLAY THESE NUMBERS. YOU’LL WIN

The versatility of Ram Quad Cab includes front seats that split in 40/20/40

confi gurations for fl exibility in hauling, a folding center seat that becomes an

armrest or writing surface — and the best number of all: 121.6 cubic feet. That’s

best-in-class§ when it comes to interior volume.

* Available on 1500 Regular and Quad Cab models. 13 city/18 highway, EPA est. mpg with MDS. Results depend on driving habits and conditions. †“SIRIUS” and the SIRIUS dog logo are registered trademarks of SIRIUS Satellite Radio Inc. All other trademarks, service marks and logos are the property of their respective owners. For full terms and conditions, visit sirius.com. Prices and programming are subject to change. Not available in AK and HI. ‡Not compatible with aftermarket fabric-protecting coatings. §Based on full-size extended cab pickups.

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LENGTHY, TORTUROUS TRIALS. UNJUST PUNISHMENT. ALL BECAUSE WE DO THINGS RIGHT.Our engineers call them “events.” They represent everything you’d never do to your Dodge Ram. And we do them, over and over, on a schedule that runs nonstop, 24/7.

The testing that eventually ensures Ram quality means going to the extremest of extremes. With apologies to the fi ne people of Baja, we’ve recreated the worst road we found

there; our drivers run Rams in compressed time frames to equal 150,000 customer-equivalent miles — our minimum benchmark. That’s one event. We have many more.

Others? Load up a Ram at maximum GCWR — up to 24,000 lb — and tow it for a few thousand hours. Drive a few dozen Rams into walls, ditches, water-fi lled pits. Such brutality

is sickening — literally: it’s so jarring that test drivers are regulated to a limited time behind the wheel.

THE BATHS: CORROSION AND ELECTRICAL PROTECTION

Think of it as a treatment to improve the long-term health of your Ram. The baths — both fresh and saltwater — take corrosion and water intrusion testing to the extreme. Because we test on a near-daily basis,

we’re able to offer some of the best corrosion protection in the business. Simultaneously, we’re able to test the wiring, connections, boxes and terminals, ensuring tight, protective fi ts and wires and cables that

stand the test of time.

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WHEN IT COMES TO QUALITY, WE’RE DRIVEN.

Our events cover all components and systems. The reasoning behind

such comprehensive testing is as unexpected as the brutality of the

events themselves. Instead of starting with a method to test Ram at

the limits of performance, we start by considering all the various

drivers and uses of a Ram pickup in everyday life — and then we design

events to test that usage to the extreme. So when you’re on gravel,

cobblestones, or serpentine mountainous roads, know that we’ve been

there. When you’re towing a trailer uphill, know that we’ve done that.

Time after time. For more, visit us at dodge.com/ram/durability

1 THE STEPPED HILL CLIMB: SUSPENSION, STEERING, DRIVETRAIN

You’ll probably never take on a road this tough, but if you do — we’ve already

been there. Engine, transmission, steering components and all suspension

elements are subject to treatment sympathetically described as “brutal.”

This is a Power Wagon exclusive event.

2 CROSSING THE RUBICON: THE MOST SEVERE OFF-ROAD CAPABILITIES

Yes, the boulders are a replica of the Rubicon Trail in central California. And yes,

we’ll put a Ram Power Wagon® on it day after day, to test it all: brakes,

transmission, transfer cases and axles, along with all ancillary components,

including shocks and skid plates.

3 COBBLESTONE PATH: SUSPENSION AND DURABILITY

One of the many events used to continuously improve the quality and

longevity of Ram: a series of random and uneven surfaces. By compressing the

testing, we can achieve the customer equivalent of 150,000 miles on these

surfaces; it’s ideal for tuning a suspension to critical tolerances.

4 MAKING THE GRADE: TRANSMISSION AND TOWING,

UNDER A CRITICAL LOAD

We expect you to be pulling a fully loaded trailer uphill in your Dodge Ram —

which makes our mountain testing crucial to performance to refi ne the towing

and hauling capabilities of all Ram pickups.

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1 SPECIALIZED ENGINE RADIATOR The design for Dodge Ram separates the engine radiator from the transmission cooler — which translates into lower operating temperatures and maximum cooling during heavy towing.

2 SEPARATE TRANSMISSION COOLER Along with operating effi ciencies, engineering a distinct transmission cooler offers another major advantage: complete elimination of any possibility of cross-fl uid contamination.

3 AVAILABLE FRONT TOW HOOKS Dodge’s tow hooks are mounted securely for a completely solid hookup point and are mounted higher than on competitive models — a design convenience immediately obvious and practical if you’re in mud or deep snow. As well, the front hooks are tested to hold up to double the maximum Gross Vehicle Weight Rating (GVWR).

4 STEEL CRUMPLE ZONES Designed-in proactive safety and security measures are essential to Ram design — and to your well-being. By helping absorb

energy in the event of a front collision, they help protect you — and reduce the chance of damage to the frame itself. Standard on all Ram models.

5 LARGE ENGINE MOUNTSOn Ram 1500 models, massive engine mounts help reduce noise and vibration — while also helping to maintain that legendary durability and reliability over the long haul.

6 WIDE TRANSMISSION MOUNTSBeefy transmission mounts provide another Ram advantage: they help reduce noise, vibration, and harshness (NVH). They also function to securely harness the massive amount of torque generatedby the available HEMI® V8 power plant.

7 TUNED SUSPENSIONTo further reduce noise, vibration, and harshness — and to contribute to a more comfortable ride — the suspension components and frame are “tuned” for the best overall performance without sacrifi cing ride quality.

8 THE AVAILABLE ELECTRIC-SHIFT TRANSFER CASE It delivers capability at the touch of a fi nger. The transfer case in Ram 4x4 1500 models offers operation in fi ve separate modes — including 4WD HIand LO positions — that lock both driveshafts together for when the going is really rough.

9 STAGGERED MONOTUBE REAR SHOCKSOffset shock absorbers are standard equipment for capability and are found on all 1500 and Mega Cab® models. Mounted inside the frame for increased protection, with a “staggered” design, they help reduce the axle wrap and wheel hop that can occur under certain acceleration and towing conditions.

10 HIGH-STRENGTH SPRING-STEEL REAR LEAF SPRINGS Our rear springs are mounted directly over the rear axle — an engineering design that increases ground clearance and thus offers greater off-road capability.

11 THE FAMOUSLY RELIABLE HOTCHKISS REAR SUSPENSIONThis solid rear axle (with longitudinally mounted leaf springs) is the ultra-tough rear support for all Ram models, including Chassis Cabs. Hotchkiss quality is part of the Ram legacy, proving itself over time — and terrain.

12 FULLY BOXED PARTIALLY HYDROFORMED LADDER FRAME The stiffest frame in Ram history is an essential factor when analyzing Ram’s outstanding handling and road manners.

13 THE AVAILABLE ELECTRONIC STABILITY PROGRAM (ESP)* ESP is one of the best reasons to look at Dodge Ram. This system intelligently uses steering wheel angle, yaw (turning) rate, lateral acceleration sensors and four individual wheel-speed sensors to determine a variety of appropriate brake and throttle actions — including braking and closing the throttle when necessary. The ESP on Ram actually includes a variety of systems. Hill Start Assist applies the brakes momentarily to

prevent roll-back on hills; it’s particularly valuable with manual transmissions or during trailer towing. Trailer Sway Control is another ESP system, which uses sensors to discern lateral (or yaw) forces at the rear of the vehicle caused by a swaying trailer. It automatically applies specific brake corners to help eliminate sway.

14 AVAILABLE 5-SPEED AUTOMATIC TRANSMISSION It endured brutal abuse before acceptance by Dodge — over 2 million miles of cumulative testing before achieving the quality required for a Ram. (For more on testing and quality, see following pages. Complete specifi cations are always online at dodge.com/ram/durability)

* No system, no matter how sophisticated, can repeal the laws of physics or overcome careless driving actions. Performance is limited by available traction, which snow, ice and other conditions can affect. When the ESP warning lamp in the speedometer flashes, the driver needs to use less throttle and adapt speed and driving behavior to prevailing road conditions. Always drive carefully, consistent with conditions. Always wear your seat belt.

RAM QUALITY. ABOVE ALL, IT PROMISES TO BE COMPLETELY UNCOMPROMISED.

Dodge Ram 1500 Quad Cab® 4x4 with available HEMI® V8.

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THERE’S A NEW KID ON THE BLOCK. THE REVISED — AND VERY REFINED — 4.7-LITER FLEX FUEL V8 POWER PLANT.

As fuel prices fl uctuate, the more important it becomes to turn to other fuel sources than conventional gasoline.

To create the technology that enables the choice, Dodge turned to one of our most popular engines — the 4.7-liter V8 —

to harvest both effi ciency and grain-based E85 ethanol.

It’s built on the same engine block as the previous iteration — and from there, it just gets better. With the same displacement —

yet with greater performance through increased horsepower and torque — the revised 4.7-liter V8 offers Flex Fuel capability,

allowing you the choice between unleaded gasoline, E85 (an ethanol blend made from grain, with far fewer harmful emissions),

or any combination of the two. It is the engine of tomorrow — and it’s available on Dodge Ram 1500 Regular Cab and Quad Cab®

models today.

Outlined here are the major technical advantages and features of the 4.7-liter Flex Fuel V8. Learn more —

when you visit dodge.com/ram/engine

1 NEW CAMSHAFT DESIGN

The revised 4.7-liter utilizes a modifi ed camshaft

with newly designed lobes; the result is a cleaner

burn sequence in the fi ring process that increases

power utility while reducing emissions.

2 MORE CAMSHAFT STRENGTH

It’s not only modifi ed in shape, but increased

in strength. With higher stiffness requirements,

we’ve determined that SADI — Selectively

Austempered Ductile Iron — works best.

3 NEW DUAL MASS VIBRATION DAMPER

Another modifi cation with direct benefi ts to the

drive — and driver: the new vibration damper

contributes to further lessening of NVH — noise,

vibration, and harshness.

4 DUAL SPARK-PLUG DESIGN

Applying two spark plugs per cylinder started with

the 5.7-liter HEMI® V8 — but the effi ciencies were

too persuasive to ignore: more effi cient burning

of fuel, with reduced emissions and better idle.

5 FUEL CALIBRATION

We learned from the best — so the fuel calibration

on the revised 4.7-liter Flex Fuel V8 employs the

same strategy as the legendary 5.7-liter HEMI® V8.

6 MODIFIED EXHAUST MANIFOLD

It’s all about fuel effi ciency, which is why we modifi ed

the actual geometry to the exhaust manifold,

resulting in improved, less-restricted exhaust fl ow.

7 FORGED STEEL CONNECTING RODS

It’s a performance issue, which is why the steel

connecting rods in the 4.7-liter Flex Fuel V8 are forged,

resulting in an optimized strength-to-weigh ratio.

8 FLOATING PISTON PINS

Our design utilizes “fl oating” technology —

engineering that translates into durability by

improving the wear resistance of both the piston

pin and the piston itself.

9 EXHAUST MANIFOLD GASKETS

We look for durability everywhere we can. Even

the exhaust manifold gaskets command attention,

which is why the 4.7-liter gaskets are composed of

multilayered steel with integrated heat shields.

• IMPROVED EXHAUST GAS RECIRCULATION

The revised 4.7-liter Flex Fuel V8 utilized every

opportunity to retain energy. Part of the exhaust gas

goes into the EGR — Exhaust Gas Recirculation; we’ve

addressed that, too, with a modifi ed valve and all-new

EGR tube for better fl ow and improved emissions.

No deductible. Non-Transferable. Not available on SRT, diesel vehicles, and certain fl eet vehicles.

See dealer for a copy of limited warranty and details.

THE 2008 RAM INCLUDES A LIFETIME POWERTRAIN LIMITED WARRANTY.

Here’s performance measured in miles covered — and in barrels of oil saved. While giving you a choice of fuels, the revised 4.7-liter Flex Fuel V8 also generates its own brand of energy:

a long, fl at torque “curve” is ideal for most common work applications. Horsepower is “slow hill”: outstanding acceleration from take-off to highway cruising. Factor in an increased compression

ratio (9.8:1), aluminum cylinder heads, and aluminum pistons. All contribute to effi ciency.310 horsepower @ 5,650 rpm330 lb-ft of torque @ 3,950 rpm

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TRANSFORMING 5.7 LITERS INTO 100 PERCENT DEPENDABILITY: PUTTING THE

INCREDIBLE HEMI® V8 TO THE TEST. When it comes to the HEMI V8, we’ll concede:

we’re bold to the point of audacity. For Dodge, there can be no compromise.

Second place in the public eye is really not an option. When you’ve got an engine

that carries everything demanded of the HEMI V8 — payload, passengers, and

above all, a world-famous reputation for power and quality — you do what it takes.

Including, from time to time, destroying the very engines we are so proud to build.

The development of the world-respected HEMI V8 encompassed testing that took it

beyond expectations of conventional usage. Try day-long time trials at 98% output,

or utilizing the HEMI V8 at maximum torque in real-world situations, or testing every

system — computer interface, electrical, electro-mechanical — in an ongoing

series of tear-downs and rebuilds until it’s as perfect as an engine can get. It’s all

connected: HEMI V8 power Dodge quality Ram durability your satisfaction.

If only everything worked so well. Get more connected at dodge.com/ram/hemi

THE HEMI V8 HORSEPOWER AND TORQUE CHART: CONSIDER IT A MAP TO

THE WORLD OF PERFORMANCE. Put HEMI V8 power out there, and

you’ve got to take every scenario into consideration: from big farm

equipment on a triple-axle trailer to retirees in the Rockies with their

new travel trailer. The common bond? They rely on their HEMI V8.

Combine hemispherical combustion chambers, a dual-spark plug

ignition system, aluminum cylinder heads, and one of the most

sophisticated computer interfaces available and you’ve got

outstanding power with credibility that defi nes reliability. Just follow

the curves: the long, broad torque curve (it starts at engines speeds

just above idle; it’s there from a dead stop) telegraphs exceptional

towing and take off. Contrast that with the impressive horsepower

line; it’s steadily ascending, refl ecting superb acceleration.

345* horsepower @ 5,650 rpm375 lb-ft of torque @ 4,200 rpm*330 horsepower @ 4,800 rpm on 3500 models.

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IT’S INNOVATIVE, INTUITIVE, REFINED AND RIGHT ON TIME: COMBINING 5.7 LITERS OF HEMI® V8

POWER WITH MDS — THE INTELLIGENT MULTI-DISPLACEMENT SYSTEM.

As a global manufacturer of some of the fi nest trucks and cars on the planet, we carry a certain

responsibility along with those impressive Ram payloads. Which is why our engineers

started working on ways to combat increasingly unpredictable fuel prices years ago.

One strategy was to re-engineer the long-trusted and heavily utilized 4.7-liter V8 into an

effi cient, Flex Fuel-compatible power plant. But to address the legendary power of the

5.7-liter HEMI V8, our engineers took a different turn, reaching a radical if not brilliant

solution: MDS, the fuel-saving Multi-Displacement System.* It’s tomorrow’s engineering

today. And it’s in Dodge Ram.

Operating silently and seamlessly above 18 mph (and in all gears except reverse), MDS

transforms the powerful and durable HEMI V8 into a gas-sipping 4-cylinder* during many

daily driving situations — including while cruising at highway speeds, during low-throttle

coasting, and even while climbing low hills. Although the system deactivates four of the

eight cylinders — indeed, fuel injection to the inactive cylinders is shut off completely, and

all the appropriate intake and exhaust valves are completely closed — the engine’s equal

fi ring intervals are still maintained.

The benefi ts of MDS are extensive. To learn more about MDS, visit dodge.com/ram/mds

* Available on 1500 Regular and Quad Cab® models. 13 city to 18 highway, EPA est. mpg with MDS. Results depend on driving habits and conditions.

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THE CUMMINS® 6.7-LITER TURBO DIESEL. SO GOOD, SO POWERFUL, AND SO CLEAN IT WARRANTS A CLASS OF ITS OWN — AND IT’S ONLY IN A DODGE RAM HEAVY DUTY.

The most recent example of the world-famous Cummins powerplant continues the Cummins history with Dodge Ram — a legacy of pure, driven truck power taking advantage

of an increasingly popular — and today, surprisingly clean — fuel source. By utilizing a high pressure direct-injection fuel system in a Ram Heavy Duty — trucks that now cover

weight classes from the trusted Ram 2500 up to the all-new Ram 5500 Chassis Cab models — Cummins and Ram deliver everything it takes for world-class performance. Torque

is the most critical component for many heavy-duty applications. With the Cummins 6.7-liter, it maxes out at an incredible 650 lb-ft* — as well as offering the best-in-class low-end torque.†

Horsepower peaks at 350, providing ample acceleration. (In fact, power from the Cummins Turbo Diesel in the Dodge Ram lineup is under Cummins peak performance: the

engine is so extraordinary, it’s actually designed to power much larger Class 6 and Class 7 trucks.) Consider all that Cummins has to offer, and you become part of history in the

making in real time: today, over 1.5 million Cummins equipped Dodge Rams are powering the roads, farms, and industrial sites of the world. What can you expect from Cummins

in your Ram? Count on diesel-specifi c effi ciency. Outstanding performance that defi nes reliability. Longevity that reaches hundreds of thousands of miles. And durability so

impressive, it approaches the inexhaustible. For more, visit dodge.com/ram/cummins — or see for yourself, during your test-drive.

*Requires automatic transmission. †Below 1,500 rpm.

1 BUILT-IN LONGEVITY. The engineering calls for a cast-iron head with hardened nickel-cobalt steel exhaust valve seats; it’s a combination that adds to durability.

2 OUTSTANDING FUEL INJECTION. The electronic solenoid injectors are capable of multiple injections per cycle at pressures up to 23,000 psi. Result? Precise noise and emissions control while delivering maximum performance.

3 ULTRA-COOL PERFORMANCE. The gallery-cooled pistons receive a constant stream of oil for cooler operation — while the oil itself is simultaneously cooled by a system of constantly circulating water.

4 SUPER-STRONG CONNECTING RODS. Heavy-duty commercial-grade connecting rods are forged from a single mold — a process that adds to strength — and fracture-split for exacting tolerances.

5 BUILT-IN ECONOMIES. Many parts of the Cummins 6.7-liter focus on longevity — and thus, reduced costs. Exhaust valves are made of hardened nickel-chromium, which contributes to long life to overhaul range.

6 VARIABLE GEOMETRY TURBOCHARGER. (VGT) Highly sophisticated, the VGT here differs radically from Ford and GM engineering — which both place the turbo on top of the engine. Side-mounting of the turbocharger on this inline six-cylinder both simplifies the design and helps alleviate under-the-hood heat buildup that can occur with V8 engines.

7 LARGE PISTON BOWL HELPS KEEP THINGS CLEAN. The large piston bowl is another engineering technique used to ensure good power and clean emissions. In fact, based on full-size diesel pickup trucks, the Cummins offers the cleanest diesel emissions of any.

8 SUPERB BLOCK STIFFNESS. An increase in block stiffness from the previous design produced multiple benefi ts: reduced noise, decreased vibration and less harshness.

9 COMMON-RAIL ARCHITECTURE. PLUS. The common-rail architecture plus sophisticated electronics equals signifi cant advantages: multiple injection pulses and independent control of injection pressures. The result is noticeably quieter operation and outstanding cold starting capability — down to -20° F, unaided.

• THE FUEL FILTER: EFFICIENCY BY DESIGN. With fuel properties and emissions standards rapidly changing, the fuel fi lter offers higher effi ciency — along with the capability to handle Ultralow Sulfur Fuel (USLF).

• ADVANCED REQUIREMENTS MET TODAY. The particulate fi lter is profoundly effective, and is a major factor in Cummins diesel emissions reduction Ram 2500 and 3500 pickup models. Reduced emissions are so important, the 6.7-liter is already able to meet the stringent truck emissions standards based on future requirements — for the 2010 model year. And it meets them in all 50 states.

• FACTORY-INSTALLED EXHAUST BRAKE. Another advantage to the current Cummins design in Dodge Ram: it’s the fi rst time an exhaust brake is installed at the factory. Utilizing the exhaust to aid in braking power results in a number of signifi cant advantages, including longer brake life, faster cab warm-up, and greater vehicle control.

• STRONG ENGINE, STRONG WARRANTY. The limited warranty coverage is for 5 years or 100,000 miles. See your Dodge dealer for a copy.

Throw these curves around: a rapidly rising torque “curve” is composed of straight lines, achieving a long, steady output up to 650 lb-ft at only 1,500 rpm. Power here is amplifi ed by increasingly refi ned performance: up to 16,900-lb towing capacity; the largest bore and stroke in its class; and even design simplicity, with 30 percent fewer moving parts than competitive V8 diesels.

350 horsepower @ 3,000 rpm (6-speed automatic) 350 horsepower @ 3,013 rpm (6-speed manual)

650 lb-ft of torque @ 1,500 rpm (6-speed automatic) 610 lb-ft of torque @ 1,400 rpm (6-speed manual)

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THE DODGE 3.7-LITER MAGNUM® V6.

The standard engine for the 1500 4x2 confi gurations of the longest-lasting,* most durable† line of full-size

pickups comes with impeccable credentials. With its proven history of reliability and longevity, the

3.7-liter Magnum V6 lets you step up to the jobs that simply don’t require the superlative torque of the

6.7-liter Cummins, or the massive power of the 5.7-liter HEMI V8. Obviously, when compared to its

stablemates, there are valuable trade-offs: while you’re saving on power output, you’re also enjoying

effi ciencies‡ in fuel costs from the lower displacement numbers. Output is still impressive and up for

the job: 215 horsepower and 235 lb-ft of torque at your disposal, with payload maxing out at 1,830

lb;§ maximum towing is 3,800 lb.§

*Based on R.L. Polk & Co. Vehicles in Operation registration statistics. CY 1987-2006. † Durability based on longevity. ‡14 mpg city to 20 mpg highway based on EPA estimates.§ When properly equipped.

DRIVING THE OTHER HALF OF THE DRIVETRAIN: THE RAM TRANSMISSIONS.

1 THE DODGE 6-SPEED 68RFE AUTOMATIC TRANSMISSION

For the growing family of Dodge Ram Heavy Duty work trucks, the 68RFE 6-speed automatic transmission

is available. Optional for Ram Heavy Duty 2500 and 3500 pickups (in both single- and dual-rear-wheel

confi gurations) equipped with the available Cummins® 6.7-liter Turbo Diesel, is the Dodge 68RFE 6-speed automatic.

The combination of Cummins and the Dodge 6-speed automatic provides benefi ts measured by the best criteria for

business today: strength, stamina, and reliability. Another advantage that Dodge offers with Cummins and this

transmission? The 6-speed with Electronic Range Select works in concert with the factory-installed engine exhaust

brake, further optimizing control of the vehicle, enabling the driver to control rpm and speed — especially valuable

when decelerating downhill.

2 THE 6-SPEED MANUAL TRANSMISSION

This transmission is built for heavy-duty work, and is the standard transmission for all Ram Heavy Duty

models. A principle feature is the ultralow fi rst gear ratio — as low as 6.29:1 — which is ideal for heavier

hauling requirements.

3 THE 5-SPEED 545RFE AUTOMATIC TRANSMISSION

One of the most popular choices in combination with the 5.7-liter HEMI® V8 is the 545RFE — the available and

long-proven 5-speed automatic transmission. Consistent with the Dodge objective of taking technology a step

beyond the expected, the 545RFE features a specialized fi fth gear — available as an additional overdrive ratio

to help provide increased fuel economy and reduced engine noise at highway speeds. (The fi fth gear ratio

is 0.67:1 — a 16 percent reduction in engine rpm relative to the fourth gear 0.75:1 ratio.)

It’s everything a horsepower and torque chart should be: a long, virtually fl at torque line that

signifi es reliable and competent towing capability, with a steady horsepower line indicating comfortable

cruising and responsive acceleration at takeoff.

215 horsepower @ 5,200 rpm235 lb-ft of torque @ 4,000 rpm

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DODGE RAM POWER WAGON.® THIS IS HOW YOU TAKE LIFE TO THE EXTREMES. When it comes to dealing with the roughest terrain around, here’s the ace up your sleeve. Ram Power Wagon features such an extensive list of off-road equipment,

it’s not just above the competition — it could practically ride over them. This is the most capable pickup for severe off-road work conditions, with power everywhere:

5.7-liter HEMI® V8; electronic locking front and rear axles; electric disconnecting front sway bar; 4.56 axle ratio; and a 160-amp alternator. There’s so much more on

Ram Power Wagon, you owe it to yourself to log on to dodge.com/ram/powerwagon for a full report.

1 WARN® WINCH This is factory-installed and standard on Ram Power Wagon; a 12,000-lb capacity allows out-of-the-ordinary capability.

2 BILSTEIN® SHOCK ABSORBERS The gas-charged monotube design gives your Ram Power Wagon the authority to easily handle the most severe off-road challenges.

3 DODGE RAM ON THE OFF-ROAD Much about Ram Power Wagon is the exception to the rule. The electronically disconnecting front stabilizer bar (also known as a sway bar)

is a truck market-exclusive asset, and gives Ram Power Wagon an additional nine inches of articulation.

Ram Power Wagon Quad Cab® in Flame Red with available Rock Rails, an Authentic Dodge Accessory by Mopar. For more on accessories for Ram, check out the pages in back.

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DODGE RAM TRX4 OFF-ROAD. ROUGH — AND READY.

Here’s the truck as rugged as the individual driving it. Dodge Ram with the TRX4 Off-Road group,

available in Regular and Quad Cab models. Ram TRX4 Off-Road is pure exhilaration, with its standard

4.7-liter Flex Fuel V8 (on 1500 models; HEMI® V8 power is available). Further assets include antispin

differential, 17-inch off-road tires, tow hooks, fog lamps — and much more.

1 HERE’S TO LIFE ON THE SKIDSBuilt for the off-road, both Ram Power Wagon® and Ram TRX4 Off-Road offer indispensable undercarriage assets —

like this tough skid plate. In addition to similar skid plates underneath, Ram Power Wagon assets include additional

tough tubular steel underbody protection.

1

Ram 1500 TRX4® Off-Road Quad Cab® in Electric Blue.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 16 of 37 Pg ID 1210

DODGE RAM MEGA CAB. THE WORLD’S BIGGEST CAB* — AND THE STORY JUST GETS BIGGER.

Only Dodge would have the guts to create the pickup with the biggest, roomiest, and most comfortable cab ever* — and then add on the features. Its engine options are

stunningly powerful, starting with the standard 5.7-liter HEMI® V8 for 1500 models, and 6.7-liter Cummins® Turbo Diesel for Mega Cab Heavy Duty models, Ram Mega Cab

peaks out its towing capability at an unsurprising 16,500 pounds† (3500 4x4, with Cummins Turbo Diesel and available 6-speed automatic transmission). Payload capacity

under the same powertrain is more than one-and-a-half tons. For the truly big picture on the world’s biggest cab,* go to dodge.com/ram/megacab

*Based on full-size crew cab pickups. †When properly equipped.

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Ram 3500 Mega Cab® Laramie Dually in Brilliant Black Crystal Pearl shown with Chrome Tubular Side Steps, Goose Neck Hitch and Trailering Accessories, all Authentic Dodge Accessories

by Mopar. For more on Accessories for your Ram, fl ip to the detailed pages in back.

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Ram Mega Cab Laramie interior in Medium Slate Gray Leather Trim.

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RAM MEGA CAB.® NOTHING SHORT OF THE WORLD’S BIGGEST CAB.* When it’s room you want,

grab the one that offers room for everything — except compromise. Ram Mega Cab has so

much space, it’s not even competing anymore. Really. What’s the competition? Because it’s a

Ram, you’ve got best-in-class* interior volume. Because it’s a Ram Mega Cab, you’ve added

more space over the conventional crew cab. By the way, Mega Cab is so spacious, you can

top it off with the available rear DVD Video Entertainment System (VES®) — and still grab the

available power sunroof. So think big in a Dodge Ram Mega Cab.

* Based on full-size crew cab pickups.

RAM MEGA CAB. WHEN IT COMES TO VERSATILITY, THIS IS LIVIN’ LARGE.

1 REAR SEATS ACTUALLY RECLINE The seatback allows passengers to sit back — it reclines a full 37 degrees

from the vertical. Note the convenient fold-down armrest with cup holder within the center seatback.

2 ONE LOOK, YOU’RE HOOKED With Ram Mega Cab, you get versatility that combines comfort with

practicality. The 60/40 split-seat design is perfect when people share the vast interior with cargo. Built-in

hooks are just right when you need them.

3 PRACTICALITY THAT GOES BEYOND THE COMPETITION Dodge Ram Mega Cab offers the largest

load fl oor in its class.* Look behind the rear seats for outstanding on-demand capacity: there’s an

extra 9.5 cubic feet you simply won’t fi nd on competitive pickups.

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ALL WORK AND NO PLAY? THAT IS SO NOT DODGE RAM HEAVY DUTY.

Call this one a sure bet: point for point, the attributes of Dodge Ram Heavy Duty 2500 and 3500 pickups put you in charge. Ram Quad Cab and Mega Cab® boast best-in-class* interior

volume. Need the most capability for the severe off-road? Ram Power Wagon® rakes it in. But you’re looking for all-around heavy-duty capability, right? Well, you’ve got tough choices in

front of you. Like opting for the available Cummins 6.7-liter Turbo Diesel, with 350 horsepower, up to 650 lb-ft of torque and an available 6-speed 68RFE automatic transmission. It’ll

certainly handle your job — after all, it can power much larger Class-6 and -7 trucks. And the legendary 5.7-liter HEMI® V8 (up to 345 hp/375 lb-ft) has a history that runs rings around the

competition. In sum: if you’re measuring work performance by employing comfort, longevity, and quality as the rule of thumb, hand it to Dodge Ram — the family of longest-lasting,† most

durable‡ pickups. Hit dodge.com/ram/hd for more.

* Based on full-size extended and crew cab pickups. †Based on R.L. Polk & Co. Vehicles in Operation statistics CY 1987-2006. ‡Durability based on longevity.

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Ram 3500 Quad Cab® Big Horn 4x4 SRW with available 6.7L Cummins® Turbo Diesel, shown in new two-tone fi nish of Inferno Red Crystal Pearl and Light Khaki Metallic.

Ram 1500 Quad Cab® Laramie 4x4 with HEMI® V8 with MDS in Patriot Blue, shown with20-inch 5-Spoke Polished Forged-Aluminum Wheels, an Authentic Dodge Accessory

by Mopar. And keep reading — there’s much more on Ram Accessories to come.

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All-new Dodge Ram 4500 Chassis Cab in Bright Silver Metallic shown with Dump Body upfi t.

Properly secure all cargo.

ONCE MORE, RAM RAISES THE STANDARD. MEET THE ALL-NEW 4500 AND 5500 CHASSIS CABS.

If there’s one area we don’t take lightly, it’s the need for exceptional work trucks that carry the best goods: cargo, payload — and a reputation for outstanding quality and

capability. Only Dodge would qualify that statement with the all-new Ram 4500 and 5500 Chassis Cabs — but when performance and capability are this good, audacity

becomes simple fact. Power? The Cummins® 6.7-liter Turbo Diesel — with its larger displacement, and larger bore and stroke than Ford and GM diesel-equipped Class-4 and -5

conventional chassis cabs — is standard, and offers impressive PTO capability. Strength? That frame gives you 50,000-psi steel strength in the back. Examine it all: larger

front brake rotors* than comparable Ford or GM chassis cabs. Massive, larger and wider* front-end tow hooks (they’re even removable). A transmission with an ultralow fi rst

gear with “granny/creeper” capability (ideal under maximum GCWRs). Fact is, there are a raft of features in the all-new Ram 4500 and 5500 Chassis Cab models to boost your

business, and the best facts are the ones that work. Fact: Ram 4500 Chassis Cab boasts standard GVWR of 16,000 lb (60 CA) and 16,500 lb (84 CA, 108 CA, 120 CA) and 5500

has 18,750 lb (60 CA) GVWR and 19,500 lb (84 CA, 108 CA, 120 CA). Fact: both Ram 4500 and 5500 Chassis Cabs offer standard front GAWR of 7,000 lb. Get into the newest

additions to the commercial standard — at dodge.com/chassis_cab

*Based on GM and Ford Class-4 and -5 conventional chassis cab models.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 21 of 37 Pg ID 1215

1 RAM 3500 CHASSIS CAB SHOWN WITH STAKE BED UPFIT

With the available Cummins® 6.7-liter Turbo Diesel under its belt, you’ve got the

tools to let you think outside the box: an available AISIN 6-speed automatic

transmission with outstanding PTO capability; a lower fi rst gear ratio than

diesel-equipped Ford or GM Class 3 conventional chassis cabs; and a suspension

designed not to “bottom out” under full GVWRs.

2 ALL-NEW RAM 5500 CHASSIS CAB SHOWN WITH ROLLBACK UPFIT

Top-of-the-line performance positively impacts your bottom line. Ram 5500 Chassis

Cab. Like the 3500 and 4500 models, it’s available in ST, SLT, and Laramie* trims,

and in both 4x2 and 4x4 confi gurations.

3 RAM 3500 CHASSIS CAB SHOWN WITH FLATBED UPFIT

Ram 3500 Chassis Cab models features a standard 52-gallon fuel tank (22-gallon

mid-ship tank available). 17-inch wheels and tires. 60- and 84-inch CA lengths for

Regular Cab and 60-inch CA lengths for Quad Cab.®

4 TOUGH-AS-NAILS FRAME

It’s all right here: 50,000-psi rear frame steel strength. C-channel frame

construction with 34" spacing. Comprehensive electronics underneath the frame

rail surface. New rear suspension with new rear axle, springs, shocks, sway bar and

jounce bumper. New antilock brake system (ABS) and calibrations.

*Laramie available on Quad Cab models only.

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RAM. MAKE IT PART OF YOUR WORK ETHIC.

Whether you’re using a Dodge Ram to tow your vacation trailer uphill — or your business trailer cross-country — you know that durability, quality, and reliability are part of

the design from Day One. But what’s also part of the design is value — the stuff that lets you rely on your Dodge Ram from business start-up to sundown on the plains. Take

the next step: ask your dealer about outfi tting your new Ram with Authentic Dodge Accessories by Mopar. Choose from Entertainment and Navigation Systems, Chrome

Tubular Side Steps, Tonneau Covers — and much more. If you’re incorporated as a business, Ram ownership translates into valuable Dodge ON THE JOB incentives. Available

through every Dodge dealer, ON THE JOB offers money-saving discounts on a variety of upfi ts and accessories — including a very handy (and immediate) cash discount on

most Dodge vehicles. See your Dodge dealer for details, call us at 800-4ADODGE, or click on dodge.com and follow the commercial links.

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Ram 3500 Quad Cab® Big Horn Dually in Bright White, shown with Authentic Dodge Accessories by Mopar (see back pages), including Telescoping Trailer Tow Mirrors

and Chrome Front Air Defl ector — perfect accessories for pulling a Dodge themed trailer by Monaco Coach Corporation. There’s more at trail-lite.com.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 23 of 37 Pg ID 1217

MAXIMUM LOADED TRAILER WEIGHT (LB)

1500 2500 3500REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB

SB 4x2 LB 4x2 SB 4x4 LB 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

AUTO

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Engine Axle Ratio GCWR (lb)

3.7L V63.55 8,500 3,800 3,550 3,4503.92 8,500 3,800 3,550 3,450

4.7L V83.21 10,500 5,650 5,450 5,3003.55 11,500 6,650 6,450 6,400 6,200 6,300 6,100 6,0503.92 12,500 7,650 7,450 7,400 7,200 7,300 7,100 7,050 6,800

5.7L HEMI V8

3.55 13,000 8,100 7,850 7,900 7,650 7,750 7,500 7,5003.73 14,000 7,900 7,4503.73 15,000 9,500 9,000 9,300 9,200 8,850 8,750 8,800 8,4003.92 14,000 9,100 8,850 8,900 8,650 8,750 8,500 8,500 8,3004.10 15,000 8,900 8,4504.10 17,000 11,500 11,000 11,300 11,200 10,850 10,750 10,800 10,400 11,050 10,500 10,750(1) 10,400(1)

4.56 17,000 10,750 10,600

6.7L CumminsTurbo Diesel I-6

3.73 20,000 13,550 13,100 13,350 13,250 12,900 12,800 12,850 12,450

3.73 21,000 14,150 13,750 14,350 14,200/ 13,850(2) 13,900 13,800/

13,450(2) 13,900 13,500

4.10 20,000 13,550 13,100 13,350 13,250 12,900 12,800 12,850 12,450 15,750

4.10 23,000 16,150 16,350 16,250/ 15,850(2) 15,900

4.10 24,000 16,750 16,900 16,800/ 16,450(2) 16,500

(1) Dual Rear Wheel only. (2) Single Rear Wheel/Dual Rear Wheel.

1500 2500 3500REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB

SB 4x2 LB 4x2 SB 4x4 LB 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

MAN

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Engine Axle Ratio GCWR (lb)

3.7L V63.21 8,000 3,300 3,050 2,9503.55 8,000 3,300 3,050 2,950

4.7L V8

3.21 9,000 4,250 3,950 3,8503.55 9,500 4,450 4,250 4,1003.55 10,000 5,250 4,950 4,8503.92 10,500 5,750 5,450 5,450 5,250 5,350 5,100

5.7L HEMI V83.73 15,000 9,450 8,950 9,250 9,150 8,800 8,6504.10 17,000 11,450 10,950 11,250 11,150 10,800 10,650 11,000 10,450 10,700(1) 10,300(1)

4.56 17,000 10,750 10,550

6.7L CumminsTurbo Diesel I-6

3.73 20,000 13,450 13,050 13,300 13,200 12,850 12,700 12,800 12,400

3.73 21,000 13,450 13,050 13,300 13,200 12,850 12,700 12,800 12,400 14,050 13,700 14,300 14,150/ 13,750(2) 13,850 13,700/

13,350(2) 13,800 13,400

4.10 23,000Maximum towing capacities shown with properly equipped vehicle and a 150-lb driver. Options, equipment, cargo and passengers must be deducted. For more information, see your Dodge dealer.

MAXIMUM PAYLOAD CAPACITIES 1500 2500 3500REGULAR CAB QUAD CAB® MEGA CAB® REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB

SB 4x2 LB 4x2 SB 4x4 LB 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

AUTO

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Engine GVWR

3.7L V66,025 1,500 6,600 1,840 6,700 1,810

4.7L V8

6,025 1,370 6,350 1,420 6,600 1,710 1,470 6,700 1,670 1,450 1,430 6,800 1,280

5.7L HEMI® V8

6,200 1,460 6,350 1,400 6,600 1,610 1,400 6,700 1,620 1,390 1,380 6,800 1,250 8,510 2,550 2,090 2,430 2,260 8,650 3,320 2,840 8,800 3,270 3,130 2,820 2,680 2,770 2,330

11,000(1) 5,210 4,910 11,500(1) 5,130 5,030

6.7L Cummins® Turbo Diesel I-6

9,000 2,680 6,745 2,520 2,410 2,070 1,930 2,020 1,590 10,100(2) 3,620 3,470 3,170 3,040 3,150 2,730 10,500(1) 3,200 2,770 11,500(1) 4,790 4,480 12,200(1) 4,780

1500 2500 3500REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB

SB 4x2 LB 4x2 SB 4x4 LB 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

MAN

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Engine GVWR

3.7L V6 6,025 1,510 6,600 1,830 6,700 1,810

4.7L V8

6,025 1,420 6,350 1,480 6,600 1,740 1,530 6,700 1,720 1,490

5.7L HEMI V8

8,510 2,390 2,220 8,650 3,260 2,800 8,800 3,210 3,090 2,770 2,620

11,000(1) 5,150 4,870 11,500(1) 5,080 4,960

6.7L Cummins® Turbo Diesel I-6

9,000 2,620 2,220 2,450 2,330 2,020 1,860 1,940 1,530 10,100(2) 3,560 3,390 3,110 2,970 3,070 2,660 10,500(1) 3,110 2,700 11,500(1) 4,720 4,410 12,200(1) 4,710

Weights given in lb. SB = Short Box LB = Long Box (1) Dual Rear Wheel only. (2) Single Rear Wheel only.

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PERSONAL TECHNOLOGY

For Dodge, applying the highest degree of technology in ’08 Ram translates into higher degrees of both

comfort — and safety and security. The power rear sliding window and available UConnect® aren’t

merely convenient — they help keep your focus on the road.

1 POWER SLIDING REAR WINDOWPush-button convenience allows the available sliding rear window to be opened from the front seat.

2 DUAL ZONE TEMPERATURE CONTROLDual zone temperature control ranks as one of the most popular features to ensure comfortfor two occupants. Available only on Laramie.

3 DVD VIDEO ENTERTAINMENT SYSTEM (VES®)DVD Video Entertainment System is an option for select 2008 Ram Quad Cab® and Mega Cab® models.

4 UCONNECTMake or take a call — with your hands on the wheel. The available UConnect Hands-Free Communication System adds to the safety factor and ranks high in convenience.

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Your safety and security rank with the same importance as outstanding torque and all-around

versatility. Keep in mind these engineered-in assets:

5 POWER ADJUSTABLE PEDALSAvailable adjustable pedals allow brake and accelerator pedals to move fore and aft to accommodate drivers of all sizes.

6 SUPPLEMENTAL SIDE-CURTAIN AIR BAGS*The safety and security from standard front air bags* is augmented by supplemental side-curtain air bags;* available for all Ram models.

7 CRUMPLE ZONESThese proactive safety measures absorb energy in the event of a frontal collision. Standard on all Ram models.

8 OUTSTANDING BRAKESHuge calipers and rotors (up to 13.9 inches) contribute to stopping power and your peace of mind.

* Dodge Ram 1500 Regular and Quad Cab are equipped with advanced multistage front air bags. Always sit properly in the seat with the seat belt fastened. Children 12 and under should be in a backseat correctly using an infant or child restraint system or the seat belt positioned correctly for the child’s age and weight. All Mega Cabs and 2500/3500 Heavy Duty vehicles are equipped with Next Generation multistage front air bags. Certified to the Federal Regulations that allow less forceful front air bags. Always use seat belts. Children 12 and under should always be in a backseat correctly using an infant or child restraint system, or the seat belt positioned correctly for the child’s age and size.

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RAM ST > ALL RAM MODELS INCLUDE THESE FEATURES: 6-speed manual transmission › Vinyl 40/20/40 split-bench seat › Heavy-duty vinyl fl oor covering › Air conditioning › AM/FM stereo with CD player and 4 speakers › Variable intermittent windshield wipers › Steel wheels › Fixed rear window › Sentry Key® Theft Deterrent System › Dark Gray upper fascia, grille and bumpers

RAM SXT > INCLUDES THE STANDARD ST EQUIPMENT EXCEPT WHERE ADDITIONS ARE NOTED: Cloth 40/20/40 split-bench seat › Carpet fl oor covering › Power windows › Power door locks › Power heated mirrors › Speed control › Chrome-clad steel wheels › Unique SXT badging > Chrome front and rear bumpers > Chrome grille surround

HIGHLIGHTS OF THE RAM TRX4® OFF-ROAD GROUP INCLUDE: On-/Off-road OWL tires › TRX4 Off-Road decals › Tow hooks › Skid plates › Antispin rear differential › Fog lamps › SIRIUS® Satellite Radio

RAM SLT > INCLUDES THE STANDARD EQUIPMENT OF THE PREVIOUS TRIM LEVEL EXCEPT WHERE ADDITIONS ARE NOTED: Body-color upper front fascia > Cloth-trimmed 40/20/40 split-bench seat › Carpet fl oor covering › Power windows › Power door locks › Tilt steering wheel › Speed control › Power heated folding exterior mirrors › Remote keyless entry > 17-inch cast aluminum wheels › Shown here in two-tone paint in Brilliant Black Crystal Pearl and Light Khaki Metallic

RAM SPECIFICATIONS

207.7"120.5"

REGULAR CAB — SHORT BOX QUAD CAB® — SHORT BOX

REGULAR CAB — LONG BOX QUAD CAB — LONG BOX

RAM SRW RAM DUALLY

76.3"

73.8

"/75

.5"

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/4x4

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140.5"

76.3"

74.2

"/75

.9"

(4x2

/4x4

)

227.7"

229.7"140.5"

98.3"

73.6

"/78

.7"

(4x2

/4x4

)

249.7"160.5"

98.3"

74.0

"/75

.7"

(4x2

/4x4

)

96.0"79.6"

MEGA CAB®

160.5"

76.3"

75.0

"/79

.1"

(4x2

/4x4

)

247.9"

6'4" BOX 8' BOX

A MAXIMUM WIDTH AT OUTSIDE FENDER 79.6 79.6/96.0*

B MAXIMUM LENGTH AT FLOOR 76.3 98.3

C FRONT OF BOX TO END OF OPEN TAILGATE 99.8 121.8

D OPEN TAILGATE 20.2

E BOX FLOOR TO TOP OF CAB 43.9

F WIDTH BETWEEN WHEELHOUSES 51.0

G MAXIMUM WIDTH AT FLOOR 66.4

H WIDTH OF TAILGATE OPENING 60.6

I DEPTH OF BOX 20.2

CARGO VOLUME (CU FT) 57.5 74.9

All dimensions in inches.

*Single Rear Wheel/Dual Rear Wheel.

RAM CARGO BOX DIMENSIONS

FRONT REGULAR

CAB

FRONT QUAD CAB

REAR QUAD CAB

FRONT MEGA CAB

REAR MEGA CAB

A HEAD ROOM 40.8 41.0 40.0 40.8 40.5

B HIP ROOM 65.0 65.0 65.3 64.9 64.4

C SHOULDER ROOM 67.0 67.0 66.5 67.0 66.5

D LEG ROOM 41.0 41.0 36.7 41.0 44.2

TOTAL PASSENGER VOLUME (CU FT) 64.8 65.1 56.6 64.9 68.9

RAM INTERIOR DIMENSIONS

RAM SXT > INCLUDES THE STANDARD ST HIGHLIGHTS OF THE RAM TRX4® OFF-ROAD GROUP RAM SLT > INCLUDES THE STANDARD EQUIPMENT

207.7"120.5"

REGULAR CAB — SHORT BOX

76.3"

73.8

/75.

5(4

x2/4

x4)

EGULAR CAB — LONG BOX

98.3"

MEGA CAB®

160.5"

76.3"

75.0

/79.

1(4

x2/4

x4)

247 9"

QUAD CAB® — SHORT BOX

140.5"

76.3"

/(4

x2/4

x4)

227 7"

QUAD CAB — LONG BOX

160.5"

98.3"

74.0

"/75

.7"

(4x2

/4x4

)

SRW RAM DUALLY

Wheel.

A

BF

I

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G

D

C

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HIGHLIGHTS OF BIG HORN > INCLUDES THE STANDARD EQUIPMENT OF SLT TRIM LEVEL EXCEPT WHERE ADDITIONS ARE NOTED: Chrome billet grille > Fog lamps > 20-inch cast aluminum wheels on 1500 models > 17-inch cast aluminum wheels on Heavy Duty models

RAM INTERIORS

REGULAR CAB SLT — Shown in Medium Slate Gray Cloth QUAD CAB® LARAMIE — Shown in Medium Slate Gray Leather Trim MEGA CAB® SLT — Shown in Medium Slate Gray Cloth

REGULAR CAB MEGA CABQUAD CAB

A

B

C

D

A

B

C

D

A

B

C

D

A

B

C

D

HIGHLIGHTS OF RAM SPORT GROUP INCLUDE: Body-color grille surround with chrome billet inserts › Body-color front fascia › Body-color rear bumper with step pad › Fog lamps › 20-inch chrome-clad aluminum wheels (1500) › 17-inch chrome-clad cast aluminum wheels (Heavy Duty) › Cloth bucket seats › Full fl oor center console

RAM POWER WAGON® INCLUDES: Electronic locking front and rear differentials › Electronic locking front stabilizer bar › 12,000-lb capacity Warn® winch › 4.56 axle ratio › BFGoodrich® LT285/70R17D BSW All-Terrain T/A®KO tires › Bilstein® gas-charged monotube shocks › 17x8-inch forged aluminum wheels › Increased ride height (1.8 inches front, 1.4 inches rear) › Skid plates and tubular underbody protection › Dark Gray upper fascia, bodyside molding and fender fl ares

RAM LARAMIE > INCLUDES THE STANDARD EQUIPMENT OF PREVIOUS TRIM LEVELS EXCEPT WHERE ADDITIONS ARE NOTED: Leather-trimmed 40/20/40 split-bench seat › 40/60 split-folding rear bench seat › Dual zone temperature control › Rear fold-fl at load fl oor (Quad Cab® only) › Light Group › Power adjustable pedals › Security alarm › Auto-dimming interior rearview mirror › 20-inch chrome-clad aluminum wheels for 1500 models > 17-inch chrome-clad wheels on Heavy Duty models

HIGHLIGHTS OF BIG HORN INCLUDES THE HIGHLIGHTS OF RAM SPORT GROUP INCLUDE:Body-color grille surround with chrome billet inserts ›Body color front fascia › Body color rear bumper with

RAM POWER WAGON® INCLUDES: Electronic locking

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RAM EXTERIOR COLORS

1 BRIGHT SILVER METALLIC

2 BRILLIANT BLACK CRYSTAL PEARL

3 DETONATOR YELLOW1500 Quad Cab® only

4 ELECTRIC BLUE PEARL

5 FLAME RED

6 INFERNO RED CRYSTAL PEARL

7 LIGHT KHAKI METALLIC

8 MINERAL GRAY METALLIC

9 PATRIOT BLUE PEARL

10 BRIGHT WHITE

11 SUNBURST ORANGE PEARL1500 Quad Cab only

RAM EXTERIOR COLORS (TWO-TONES)

1 BRIGHT WHITE/LIGHT KHAKI METALLIC

2 BRILLIANT BLACK CRYSTAL PEARL/LIGHT KHAKI METALLIC

3 FLAME RED/LIGHT KHAKI METALLIC

4 INFERNO RED CRYSTAL PEARL/LIGHT KHAKI METALLIC

5 PATRIOT BLUE PEARL/LIGHT KHAKI METALLIC

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2

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2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 28 of 37 Pg ID 1222

RAM WHEELS

1 17-INCH DROP CENTER STEEL WHEEL WITH BLACK CENTER CAP*Standard on 1500 ST models (WEA)

2 17-INCH CHROME-CLAD STEEL WHEEL*Available on 1500 ST and standard on SXT models (WF2)

3 17-INCH CAST-ALUMINUM MACHINED WHEEL*Standard on 1500 SLT Long Wheelbase and available on Regular Cab Short Wheelbase models (WF6)

4 20-INCH ALUMINUM WHEEL*Standard on Quad Cab® Big Horn/Lonestar (SWB) models (WPA)

5 20-INCH CHROME-CLAD ALUMINUM WHEEL*Standard on Laramie and available on 1500 SLT and Big Horn/Lonestar (SWB) models (WP2)

6 17-INCH ARGENT STEEL WHEEL†

Standard on 2500/3500 ST SRW models (WD2)

7 17-INCH CHROME-CLAD STEEL WHEEL†

Standard on 2500/3500 SXT SRW models (WGS)

8 17-INCH POLISHED FORGED ALUMINUM WHEEL†

Standard on Power Wagon® models (WFF)

9 17-INCH CHROME-CLAD FORGED ALUMINUM WHEEL†

Standard on 2500/3500 Laramie and available on SLT and Big Horn/Lonestar SRW models (WGX)

10 17-INCH POLISHED FORGED ALUMINUM WHEEL†

Standard on 2500/3500 SLT and Big Horn/Lonestar SRW models (WGD)

11 17-INCH ARGENT STEEL WHEEL‡

Standard on 3500 ST DRW models (front axle only) (WFU)

12 17-INCH ARGENT STEEL WHEEL‡

Standard on 3500 ST DRW models (rear axle only) (WFU)

13 17-INCH CHROME WHEEL SKINS‡

Standard on 3500 SXT, SLT, Big Horn/Lonestar, Laramie DRW models(front axle only) (WD4)

14 17-INCH CHROME WHEEL SKINS‡

Standard on 3500 SXT, SLT, Big Horn/Lonestar, Laramie DRW models(rear axle only) (WD4)

* Ram 1500 Regular and Quad Cab. †Mega Cab and 2500/3500 SRW models. ‡3500 DRW.

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RAM FABRICS

1 CAPRICE GRAIN VINYL/TALLADEGA GRAIN VINYL MED. SLATE GRAY Ram ST

2 CAPRICE GRAIN VINYL/TALLADEGA GRAIN VINYL MED. KHAKI Ram ST

3 BILLINGS CLOTH WITH YES ESSENTIALS®* MED. SLATE GRAYRam ST, SXT, SLT, Big Horn, Power Wagon®

4 BILLINGS CLOTH WITH YES ESSENTIALS®* MED. KHAKI Ram ST, SXT, SLT, Big Horn, Power Wagon

5 BILLINGS CLOTH/RACINE CLOTH WITH YES ESSENTIALS®* MED. SLATE GRAYRam SLT, Big Horn, Power Wagon

6 BILLINGS CLOTH/RACINE CLOTH WITH YES ESSENTIALS® MED. KHAKIRam SLT, Big Horn, Power Wagon

7 SUTTON GRAIN VINYL/ROYALE GRAIN PERFORATED LEATHER TRIM INSERT MED. SLATE GRAY/DARK SLATE GRAYRam with Sport Group

8 WINDSOR GRAIN LEATHER TRIM/WINDSOR GRAIN PERFORATED LEATHER TRIM INSERT MED. SLATE GRAYRam Power Wagon, Laramie

9 WINDSOR GRAIN LEATHER TRIM/WINDSOR GRAIN PERFORATED LEATHER TRIM INSERT MED. KHAKIRam Power Wagon, Laramie

*Not compatible with aftermarket fabric-protecting coatings.

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AUTHENTIC DODGE ACCESSORIES.When you enhance your Ram with Authentic Dodge Accessories by Mopar, you gain far more than substantial style, premium protection, or extreme entertainment. You also benefi t from the authentic difference found only in an original equipment accessory. It’s a difference that demands tighter tolerances and envelope-pushing testing methods. And one backed by a superior warranty* serviced by Dodge dealerships nationwide. Choose the full line of accessories that feature a fi t, fi nish, and functionality designed specifi cally for your Ram. Check us out at mopar.com.

*See your dealer for full details and a copy of the limited warranty.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 31 of 37 Pg ID 1225

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TAKE NOTICE. BECAUSE OTHERS SURE WILL.

Accessorizing your Ram with Authentic Dodge Accessories adds tone to what is clearly muscle.

1 HOOD SCOOPFor added show on the go, this stamped steel scoop features a molded grille insert and gasket. MOLDED RUNNING BOARDS. These durable body-colored running boards can take all the punishment you can dish out. FRONT VALANCE. Contoured valance is available for Sport models in all body colors. ACCENT KIT. Give your Ram a sleek and powerful look.Kit includes four body-colored SIDE SILL accent pieces that round out your low profi le.

2 REAR VALANCEFor stylish substance, our Rear Valance accents your Ram’s aggressive posture with a bold stance.

3 FUEL FILLER DOORAdd a bright complement to your Ram with this two-piece design available in brushed aluminum (shown) or chrome.

4 20-INCH X 9-INCH 5-SPOKE CAST-ALUMINUM CHROMED WHEEL/20-INCH X 9-INCH 5-SPOKE POLISHED FORGED-ALUMINUM WHEEL All our wheels are treated with a durable Clear Coat fi nish and undergo stringent testing to resist corrosion and maintain their bright fi nish. They’re also machined to match your Ram’s exact specifi cations for a smooth and balanced ride. Available for 1500 models.

DECKED STRAIGHT OUT OF THE GATE.

Like the gleam of sweat that highlights a thoroughbred as it thunders around the track, these bold chrome accessories give your Ram a similarly powerful shine.

5 CHROME GRILLE Make a statement right up front. Grille will not adversely affect engine airfl ow or impede the opening and closing of your Ram’s hood. CHROME TUBULAR SIDE STEPS Get tubular with these 4-inch oval chromed aluminum side steps. Black molded end caps and step pads are also included for extra durability. No drilling required. CHROME FUEL FILLER DOOR Uniquely sculpted one-piece design brightly complements every body-color and replaces your existing fuel door with a seamless fi t. CHROME BODYSIDE MOLDINGS Your Ram’s sheet metal will be protected from damage if struck by an object and pick up some good looks at the same time. Also shown with CHROME FRONT AIR DEFLECTOR and CLEARANCE RUNNING LIGHTS.

6 DOOR SILL GUARDS Add a nice touch of brushed stainless steel style to your Ram while protecting its interior sills from scratches. Dodge logo featured on front sills. Set of two for Regular Cab. Set of four for Quad Cab® or Mega Cab.®

7 CHROME EXHAUST TIPShow off your truck’s pipes with a bold chrome exhaust tip, rigorously tested for corrosion resistance to ensure a long-lasting shine.

ADDITIONAL AUTHENTIC DODGE ACCESSORIES BY MOPAR. Bed Extender, Bed Tie-Downs, Bed Web Net, Chrome Bed Side Rails, Chrome Taillamp Guards, Decal Kits, Diamond Plate: Bed Extensions, Bed Rail Protectors, Tool Box, Splash Guards, Diesel Cold Weather Package, Door Edge Guards, Engine Block Heater, EVS I and EVS II Security Systems, Flat Load Floor Liner, Flat Tailgate Cover, Fold-Out Trailer Tow Mirrors, Fuel Operated Cabin Heater, Heavy-Duty Splash Guards, Heavy-Duty Winch Kit, Hitch-Mount Bike Carrier, Locking Gas Cap, Molded Splash Guards, Navigation Radio, Power Retractable Running Boards, Premium Radios, Premium Vehicle-Care Products, Ram Rack, Remote Start, Roadside Safety Kit, Rock Rails, Seat Covers, Side Window Air Defl ectors, SIRIUS Satellite Radio, Skid Plate, Spare Tire Lock Kit, Tailgate Spoiler, Trailering Accessories, Telescoping Trailer Tow Mirrors, Tow Hooks, UConnect, Vehicle Cover, Warn Winch, Wheel Flares, Wheel Locks, Wheel Well Liners, and Windshield Sunshade.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 32 of 37 Pg ID 1226

BIG ON STYLE. BIG ON PERFORMANCE.

1 DVD REAR SEAT VIDEO.TM The integrated, single-disc CD/DVD player features a fl ip-down 7-inch LCD screen, wireless headphones, and remote. This Authentic Dodge Accessory is available for Quad Cab® and Mega Cab® models without sunroofs.

2 INTERFACE MODULE FOR iPod.®† This FM-bounded system allows you to listen to your favorite music through your vehicle’s audio system. iPod music fi le navigation is maintained by the iPod clickwheel.

3 CHROME FRONT AIR DEFLECTOR.† Good looks are up front with this stylish air defl ector, designed to help defl ect road spray, dirt, and bugs up and away from your windshield.

4 WHEEL-TO-WHEEL TUBULAR SIDE STEPS. You’ll never be short on style with these 4-inch oval chromed aluminum side steps that run from wheel well to wheel well. Available for Quad Cab only.

5 CHROME TUBULAR SIDE STEPS. Steps feature Black molded end caps, slip-resistant step pads, and heavy-duty, drill-free mounting brackets. Available in 4-inch oval Black or chrome for Regular and Quad Cab models and chrome for Mega Cab® models.

6 STAINLESS STEEL 3-INCH ROUND TUBULAR SIDE STEPS. Deck out your truck with these side steps that feature Black textured stepping surfaces and Dodge Ram’s Head logo. Available for Quad Cab only.

7 ALUMINUM RUNNING BOARDS. Designed for minimal slippage and maximum looks that won’t rust, these running boards feature integrated front splash guards and rear molded end caps to keep them cleaner and safer to use. Fits cab section only for Regular and Quad Cab models.

8 PREMIUM TUBULAR SIDE STEPS. These premium steps feature extra-wide, textured stepping surfaces for easy entry and exit and mount securely with corrosion-resistant, ElectroCoated steel mounting brackets. Available for Quad Cab models only.

9 PREMIUM SIDE STEPS. These stylishly substantial steps feature molded end caps and drill-free installation. Integrated Black buttons run the length of the stepping surface to help provide an easier entry and exit with minimal slippage. Available for Quad Cab only.

10 DIAMOND PLATE SIDE STEPS. Dirt and scratches can step aside with these durable, anodized aluminum side steps. Complete the package with DIAMOND PLATE BED EXTENSIONS, TOOLBOX, SPLASH GUARDS AND BED RAIL PROTECTORS (not shown).

11 GOOSENECK TRAILER HITCH. Designed to handle your toughest towing needs, the Gooseneck Trailer Hitch is powder coated for a durable and long-lasting fi nish and mounts securely in the pickup bed. The hitch attaches directly to the frame rails and installs easily without the need for welding and requires only minimum drilling. The HITCH BALL (sold separately) incorporates a quick release handle that converts the hitch mount to a level bed fl oor in seconds when needed. HITCH MOUNT INSTALLATION KIT also available, sold separately.

12 HITCH RECEIVER.‡ Your Ram will really haul when it’s equipped with our 2-inch Hitch Receiver that features an ElectroCoat primer with a Black polyester-baked top-coat fi nish. Hitch Receiver Plug included. Hitch Ball Mounted Wiring Harness sold separately.

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2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 33 of 37 Pg ID 1227

13 UNDER-THE-RAIL BEDLINER. Skid Resistor bedliner’s ribbed construction helps keep cargo from shifting and includes built-in supports to split cargo. Tailgate cover also included.

14 OVER-THE-RAIL BEDLINER. Help protect your truck’s bed and bed rails with this high-density polyethylene Skid Resistor bedliner. TAILGATE COVER has built-in cup holders perfect for tailgate parties, and provides added protection for your tailgate.

15 BED MAT. Kiss dents and scratches to your truck’s bed fl oor and tailgate good-bye. Nylon-reinforced rubber mat removes easily for cleaning andfeatures Dodge logo. MOLDED BED RAIL PROTECTORS. Enhance the look of your truck while protecting the bed rails with these UV fade-resistant, TPO plastic protectors.

16 BED RUG. Closed-cell polyethylene helps protect your truck bed from scratches. Bed Rug cleans easily and is designed not to absorb or be damaged by oils, solvents, grease, or acids.

17 HARD FOLDING TONNEAU COVER.* Get the benefi ts of a lightweight cover with the durability of an aluminum frame. Patented four-panel design lets you open the front or rear panel for easy cargo access.

18 SNAPLESS PREMIUM SOFT TONNEAU COVER. † Soft cover features premium fabric and an aluminum frame custom fi t to your truck’s bed. The cover also features bows to help reduce water pooling and is easy to install and remove.

19 FIBERGLASS TONNEAU COVER. This hard body features a resin-reinforced honeycomb design for durability and a corrosion-resistant aluminum frame for added strength. Available in all body colors for Ram 6.3-foot beds.

20 TRIFOLD TONNEAU COVER. This soft folding cover can be installed quickly and totally removed in seconds. The quick-release latches allow for fast operation. Available for 6.3- and 8-foot beds.

21 HARD TONNEAU COVER WITH INTEGRATED SPOILER. Not only does this unique cover deliver plenty of protection for your cargo against the elements, it also provides a unique look with its vibration-free, race-inspired design.

22 SIDE WINDOW AIR DEFLECTORS. † These tinted, acrylic visors let you partially open your window and still remain dry during inclement weather.

23 SLUSH MATS.§ These mats feature deep grooves to help prevent water, snow, and mud from doing a number on your carpet. Rear mats are available, for Quad Cab and Mega Cab.

24 PREMIUM FLOOR MATS.§ Plush enough to go barefoot, yet durable enough to stand up to the elements. Rear mat is available for Quad Cab and Mega Cab models.

* Available for 6.3- and 8-foot beds. †Available for 1500, 2500 and 3500 models. ‡Check Owner’s Manual for hitch type, load capacity and heavy-duty equipment required. Do not exceed the rated tow capacity of vehicle as equipped. §Front mats available for all 1500, 2500, and 3500 models. ¶Properly secure all cargo.

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18

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2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 34 of 37 Pg ID 1228

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PACKAGE DESIGNATIONS A B F G P H

ENGINE/TRANSMISSION

REGULAR & QUAD CAB 1500

3.7L MAGNUM® V6/6-SPEED MANUAL 21A 21B

3.7L MAGNUM V6/4-SPEED AUTOMATIC VLP 22A 22B

4.7L V8/6-SPEED MANUAL 23A 23B 23G

4.7L V8/5-SPEED AUTOMATIC 24A 24B 24G

5.7L HEMI® MDS V8 (N/A on Mega Cab® and 2500/3500 models)/5-speed automatic 26A 26B 26G 26H

MEGA CAB AND 2500/3500

5.7L HEMI V8 (N/A on SWB 3500 Quad Cab and 3500 Mega Cab)/6-speed manual 25A 25B 25G 25P

5.7L HEMI V8 (1500 Mega Cab comes with standard HEMI without MDS)/5-speed automatic 26A 26B 26F 26G 26P 26H

6.7L CUMMINS® TURBO DIESEL I-6 (2500/3500 only)/6-speed manual 2EA 2EB 2EF 2EG 2EH

6.7L CUMMINS TURBO DIESEL I-6 (2500/3500 only)/6-speed automatic 2FA 2FB 2FF 2FG 2FH

MECHANICAL FEATURES

ALTERNATOR — 136-amp • • • • •

— 160-amp (included in Heavy-Duty Snowplow Prep Group) P P P P • P

AXLES — Antispin rear differential (included with

TRX4® Off-Road Group)O O/P O O • O

1500 Regular and Quad Cab Models

— 3.21 ratio (2WD, 1500, 6-speed manual transmission only) • • •

— 3.55 ratio (included with automatic transmission on 2WD 1500 models, standard on 4WD 1500 models)

O/• O/• O/•

— 3.92 ratio (1500 models only, N/A on Mega Cab) O O O/• •

Mega Cab and 2500/3500 Models

— Electrically locking front and rear differentials (Power Wagon only) •

— 3.73 ratio (Mega Cab and 2500/3500 models) • • • • •

— 4.10 ratio (Mega Cab and 2500/3500 models only, included with HEMI V8 and 6-speed manual on 3500 must have antispin differential)

O/• O/• O/• O/• O/•

— 4.56 ratio (2500 Power Wagon only) •

BATTERY — 750-amp (included in Trailer Tow, Snow Chief and Heavy-Duty Snowplow Prep Groups; two (2) std. with diesel engine)

P P P P • P

DIESEL EXHAUST BRAKE — Standard with 2500/3500 6.7L Cummins only • • • • •

ENGINE BLOCK HEATER O O O O O O

ENGINE COOLING — Heavy-Duty (on 1500 models only; included with Trailer Tow Group; must have 5.7L HEMI V8 and 5-speed automatic transmission)

P P P P • P

FUEL TANK — 26-gallon (1500 Regular and Quad Cab

short box only)• • • •

— 34-gallon (std. on 2500/3500 Quad Cab short box only and all Mega Cab) (optional 1500 Quad Cab SB)

O/• O/• • O/• • O/•

— 35-gallon (long box only) • • • • •

STABILIZER BAR — Front • • • • •

— Front, electrically disconnecting •

STEERING — Power, rack-and-pinion (N/A on Mega

Cab 4x4 or 2500/3500 4x4 models)• • • • •

— Power, recirculating ball (standard on Mega Cab 4x4 and 2500/3500 4x4 models only) • • • •

TRANSFER CASE — Electric shift, part-time T-case (1500

Regular and Quad Cab 4x4 only)• • • •

— On demand (1500 Regular and Quad Cab 4x4 models only) O O

— Manual, part-time (2500/3500 4x4 models) • •

— Electric shift (2500/3500 4x4 models) • • • •

WINCH — Front electric (12,000-lb capacity) •

EXTERIOR FEATURES

BEDLINER — Box, under rail O O O O O

BUMPERS — Front, dark gray •

— Rear, dark gray •

— Front, chrome • • • •

— Rear, chrome • • • • •

— Body-color, rear (included with Sport Appearance Group) P

CHROME TUBULAR SIDE STEPS (1500 Regular short/long box, 1500/2500 Quad Cab short box only)

O O O O

CHROME TUBULAR SIDE STEPS AND BED SIDE RAILS (1500 Regular and Quad Cab short box and 2500 short box only)

O O O O

FASCIA — Front, body-color with chrome insert •

— Front, upper dark gray • • • •

— Front, body-color (included with Sport Appearance Group) P

— Front, upper body-color •

FOG LAMPS — (Included with Sport Appearance and TRX4 Off-Road Groups) P O/P

/• • •

GRILLE — Chrome surround, black billet grille • • • •

— Chrome surround, chrome billet grille (Quad Cab only) • •

— Dark gray surround, black billet grille •

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PACKAGE DESIGNATIONS A B F G P H

MECHANICAL FEATURES (CONTINUED)

2008 DODGE RAM BUYER’S GUIDE

FEATURES COMMON ACROSS ALL TRIM LEVELS

AIR BAGS(1) — Advanced multistage front (1500 Regular and Quad Cab®)

— Next Generation multistage front;(2) all Mega Cab® and 2500/3500

ASSIST HANDLE — Passenger-side (CSP)

BADGING — 4x4 (only on 4x4 models)

— Ram’s Head — Not available with pickup box delete

CIGAR LIGHTER

CLUSTER — Instrument, with tachometer and 120-mph speedometer

HEADLAMPS — Halogen

INSULATION — Dash liner

— Floor tunnel

MONOTONE PAINT

POWER ACCESSORY DELAY

RADIO — AM/FM stereo radio with CD player and 4 speakers

SEAT BELTS — Front, height-adjustable shoulder

SENTRY KEY® ANTITHEFT ENGINE IMMOBILIZER

SHOCK ABSORBERS — Front, heavy-duty

— Rear, heavy-duty

STORAGE — Front, behind seat (Regular Cab only)

— Rear, underseat compartment (Quad Cab® models only)

TAILGATE — Removable

THREE BLINK — Turn signal lane change feature

TIP START — Included with all automatic gas engines

TIRE PRESSURE MONITOR (1500 and 2500 only)

TIRES — Spare, full-size

WHEELS — 17"x7.0" steel spare (N/A with 20" Wheels)

WINCH — Spare tire carrier

WINDSHIELD WIPERS — Variable-intermittent

• = Included. P = Available within package noted in parentheses. O = Optional. L = Fleet only option.

(1) Always sit properly in the seat with the seat belt fastened. Children 12 and under should always be in a backseat correctly using an infant or child restraint system or the seat belt positioned correctly for the child’s age and weight.

(2) Certified to the Federal Regulations that allow less forceful front air bags. Always use seat belts. Children 12 and under should always be in a backseat correctly using an infant or child restraint system, or the seat belt positioned correctly for the child’s age and size.

(3) Not compatible with all garage door openers. See your retailer for details.(4) Not compatible with aftermarket fabric-protecting coatings.(5) “SIRIUS” and the SIRIUS dog logo are registered trademarks of SIRIUS Satellite

Radio Inc. All other trademarks, service marks and logos are the property of their respective owners. For full terms and conditions visit sirius.com. Prices and programming are subject to change. Not available in AK and HI.

(6) Always use seat belts. Children 12 and under should always be in a backseat using an infant or child restraint system, or the seat belt positioned correctly for the child’s age and size.

(7) No system, no matter how sophisticated, can repeal the laws of physics or overcome careless driving actions. Performance is limited by available traction, which snow, ice and other conditions can affect. When the ESP warning lamp in the speedometer flashes, the driver needs to use less throttle and adapt speed and driving behavior to prevailing road conditions. Always drive carefully, consistent with conditions. Always wear your seat belt.

• = Included. O = Optional. P = Available within package noted in parenthesis. L = Fleet Option.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 35 of 37 Pg ID 1229

— LT265/70R17E BSW all-season (Mega Cab 4x2 and 2500/3500 models) (included with Single Rear Wheel Group on 3500)

•/P •/P P •/P •/P

— LT265/70R17E OWL on/off-road (included with Sport Appearance, TRX, TRX4 and TRX4 Off-Road Groups) (2500/3500 models)

O O/P O O/P O

— LT235/80R17E BSW all-season (3500 DRW only) (N/A on Quad Cab SB)

• • • • •

— LT235/80R17E BSW on-/off-road (3500 DRW 4x4 only)

O

— LT235/80R17E OWL on-/off-road (3500 DRW only) (N/A on Quad Cab SB)

O O O O

TOW HOOKS — (N/A with 3.7L engine) (included in Protection and Off-Road Groups. Standard on all models with diesel engine)

O/P O/P O/P O/P • O/P

WHEEL WELL FLARES •

WHEELS 1500 Regular and Quad Cab Models

— 17"x7.0" styled steel, painted argent •

— 17"x8.0" steel chrome-clad O • O

— 17"x8.0" cast-aluminum •

— 20"x9.0" aluminum (standard with Quad Cab SB only)

•

— 20"x9.0" chrome-clad aluminum (included with Sport Appearance Group) (short box only)

O/P •

Mega Cab and 2500/3500 Models

— 17"x7.5" styled steel (included with Single Rear Wheel Group on 3500 ST)

•

— 17"x8.0" forged aluminum •

— 17"x8.0" steel chrome-clad (included with Single Rear Wheel Group on 3500)

• • •

— 17"x8.0" chrome-clad aluminum (included with Sport Appearance Group)

P •

— 17"x8.0" polished forged aluminum (included with single rear wheel group on 3500)

•/P

— 17"x6.0" steel with argent wheel skin (3500 DRW only)

•

— 17"x6.0" steel with chrome wheel skin (3500 DRW only)

• • • •

INTERIOR FEATURES

AIR CONDITIONING — Dual zone temperature control (included with *VL on Power Wagon)

P •

CONSOLE — Overhead, with trip computer

• • • •

— Overhead, with trip computer and HomeLink®(4) (included in Light and Popular Equipment Groups)

P P P •

DEFROSTER — Rear window (m/h fi xed rear window glass)

O O O O

DOOR LOCKS — Power (included in Power Accessory and Power and Remote Entry Group)

P • • • • •

ELECTRONIC VEHICLE INFORMATION CENTER (EVIC) — Packaged with 6.7L diesel on 2500 and 3500 models only)

P P P P

FLOOR COVERING — Carpet

O • • • • •

— Heavy-duty vinyl (optional on SLT Regular and Quad Cab)

• O

FLOOR MATS — Front and rear, carpeted (Quad and Mega

Cab; included with carpet on ST models)O • • • • •

— Front, carpeted (Regular Cab; included with carpet on ST models)

O • • •

HOMELINK® UNIVERSAL TRANSCEIVER(3) —Programmable 3-function remote control for garage door openers, home lighting or security devices (included in CV2 overhead console)

•

LOAD FLOOR — Rear fold-fl at (Quad only) — must have *M9 trim (included with *AJ and all leather-trimmed seats)

O/P P P

MIRRORS, INTERIOR — Auto-dimming rearview day/night (included in Light Group, Popular Equipment Group and UConnect®)

O/P O/P O •

PEDALS — Power adjustable O O O •

SEATS — 6-way power driver (included with *M9, *AJ,

and *CJ seats)P P P •

— Power, driver and front passenger (2500/3500 Quad Cab and Mega Cab; included with *VL on Power Wagon Quad Cab)

P •

— Heated, driver and front-passenger (included with *CJ and *VL on Power Wagon)

P P •

— Vinyl 40/20/40 split-bench front seat folding center armrest (Quad Cab models include folding rear bench seat trimmed in vinyl)

•

— Cloth-trimmed 40/20/40 split-bench front seat featuring YES Essentials®(4) with folding center armrest/business console

• •

— Leather-trimmed 40/20/40 split-bench front seat featuring fold-fl at load fl oor and folding center armrest/business console (Quad Cab models include 60/40 split-folding rear bench seat trimmed in vinyl)

O •

— Cloth-trimmed low-back bucket seats featuring YES Essentials®(4) fi xed center console and rear fold-fl at load fl oor. Included with Sport Appearance Group. (Quad Cab models include 60/40 split-folding rear bench seat trimmed in cloth; must have automatic transmission)

O/P

— Leather-trimmed low-back bucket seats fi xed center console, and rear fold-fl at load fl oor (Quad Cab models include 60/40 split-folding rear bench seat trimmed in vinyl)

O

— Leather-trimmed low-back bucket seats with adjustable head restraints, driver and front-passenger recliners, fi xed center console and rear fold-fl at load fl oor (Quad Cab models include 60/40 split-folding rear bench seat trimmed in vinyl)

O

GRILLE (continued) — Body-color surround, chrome billet grille

(included with Sport Appearance Group)P

LAMPS — Clearance (optional on 3500 SRW, standard on 3500 DRW)

O/• O/• • O/• • O/•

MIRRORS, EXTERIOR — Manual, 6"x9," black

•

— Power, heated, folding 6"x9," black (included with Power Accessory and Power and Remote Entry Groups)

P • • • • •

— Manual, 7"x10" trailer-tow, black O

— Power, heated, 7"x10" trailer-tow, black O O O O O

MOLDINGS — Lower bodyside, black

O O O O •

— Lower bodyside, chrome O •

PAINT — Two-tone lower break, lower color is Light Khaki Metallic

O O O

PICKUP BOX DELETE O O O O

POWER RETRACTABLE RUNNING BOARDS (1500 Quad Cab® short box, 2500 Quad Cab short/long box only)

O O O O

SHIELD — Front hood protection O O O O O

SKID PLATE — Front suspension (1500 Regular and Quad

Cab 4x4 only) (included in Protection and TRX4 Off-Road Groups)

P P P P

— Transfer case (4x4 only) (included in Protection and TRX4 Off-Road Groups, Heavy-Duty Snowplow Prep and Snow Chief Groups)

P P P P • P

— Fuel tank 2500/3500 only (included with TRX4® Off-Road Group)

P •

TIRES 1500 Regular and Quad Cab Models

— P245/70R17 BSW all-season •

— P265/70R17 BSW all-season (4x4 only) included with Popular Equipment Group on 4X4 models

O/P • • •

— P265/70R17 OWL all-season O

— P265/70R17 OWL on/off-road included with TRX, TRX4 and TRX4 Off-Road Groups (available on SLT 4x4)

P O

— P275/60R20 BSW all-season (standard on SLT Quad Cab SB models)

•

— P275/60R20 OWL on/off-road all-season (included with Sport Appearance Group)

P •

All Mega Cab and 2500/ 3500 Models

— LT245/70R17E BSW all-season (2500 only)

•

— LT245/70R17E BSW on/off-road included with Popular Equipment and Snow Chief Groups (2500 only)

P •/P P P

— LT265/70R17E OWL all-terrain (4x4 Mega Cab only)

• • •

— LT285/70R17D BSW on/off-road (Power Wagon only)

•

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• = Included. O = Optional. P = Available within package noted in parenthesis. L = Fleet Option.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 36 of 37 Pg ID 1230

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INTERIOR FEATURES (CONTINUED)

SPEED CONTROL — (Included with HEMI® V8 engine; included with Popular Equipment Group)

P • • • • •

STEERING WHEEL — Leather-wrapped (included with leather seats *VL, Popular Equipment Group and Sport Appearance Group)

P P •

SUNROOF — Power (Quad Cab® and Mega Cab® models only)

O O O

WINDOWS — Power, front (and rear on Quad Cab) with

driver’s one-touch down (included with Power Accessories and Power Remote Entry Groups)

P • • • • •

— Rear back light, sliding (not available with rear defroster)

O O • •

— Rear back light, power-sliding (Quad Cab and Mega Cab only) (not available with rear defroster)

•/P •

ENTERTAINMENT SYSTEMS

DVD VIDEO ENTERTAINMENT SYSTEM (VES®) —(N/A with sunroof on Quad Cab; N/A onRegular Cab)

O O O

RADIO — AM/FM/MP3 stereo radio with 6-disc in-

dash CD changer and 7 Premium speakersO O O O

— AM/FM/MP3 stereo radio with in-dash 6-disc CD changer, integrated DVD-basedGPS Navigation System with 5.8" display screen includes Premium speakers (included with Navigation Convenience Group)

O O/P O O

— SIRIUS® Satellite Radio included with TRX4® Off-Road Group

O O/P O • • •

— UConnect® Hands-Free Communication System, included with Navigation Convenience Group, includes auto-dimming rearview mirror

O O/P O •/O

RADIO CONTROLS — Steering wheel-mounted (must have radio RAQ, REC, or RAK with leather-wrapped steering wheel) (included with Popular Equipment Group, packaged with 7 Premium speakers)

P P P P

SAFETY AND SECURITY

AIR BAGS — Supplemental side-curtain O O O O O O

BRAKES — Power-assisted 4-wheel disc (with RWAL:

1500 Regular and Quad only)• • •

— Power-assisted 4-wheel antilock disc std. on all Mega Cab and 2500/3500 models (included with ESP system on 1500 Regular and Quad Cab)

•/P •/P • •/P • •

ELECTRONIC STABILITY PROGRAM — ESP (includes ABS, traction control, Brake Assist, Hill Start Assist, Electronic Roll Mitigation and Trailer Sway Control) N/A on Mega Cab or 2500/3500 models

O O O •

REMOTE KEYLESS ENTRY — Controls for power door locks, illuminated entry system, panic alarm, includes 2 transmitters (included with Power and Remote Entry Group [fl eet only package])

P • • • • •

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SAFETY AND SECURITY (CONTINUED)

REMOTE START — Must have gas engine with automatic (included with 5.7L/auto transmission on 2500/3500)

O O •/P

SECURITY ALARM — (Included with Popular Equipment and Nav. Convenience Groups)

O/P O/P •

PACKAGE GROUPS

CHROME EDITION GROUP — Includes chrome exhaust tip, chrome fuel fi ller door, chrome tubular side steps and rear wheel well liners

O O O O

HEAVY-DUTY SNOWPLOW PREP GROUP — 2500/3500 Regular and Quad Cab models only. Includes transfer case skid plate, 160-amp alternator and 750-amp battery (with HEMI V8 only) (requires Trailer Tow Group)

O O O O

LIGHT GROUP — Includes switchable dome lamp, glove box lamp, cup holder lamp, ashtray lamp, underhood lamp, illuminated vanity mirrors, auto day/night mirror (included with Navigation Convenience Group) (optional with Sport Group only)

O/P O/P

NAVIGATION CONVENIENCE GROUP — Includes Light Group, security alarm, UConnect and 6-disc navigation radio

O

POPULAR EQUIPMENT GROUP — Includes *P9 seats and speed control (on A package), (for G and P packages) includes *M9 seats, overhead console with trip computer and HomeLink,® security alarm, sun visors with illuminated mirrors, rearview auto-dimming mirror, glove box/ashtray and underhood lamps, front dome lamps with on/off switch, 7 Premium speakers, leather-wrapped steering wheel with remote mounted audio controls

O O O

PROTECTION GROUP — 4x4 models only (includes tow hooks and skid plates)

O O O O O

SINGLE REAR WHEEL GROUP — 3500 HD only. (Includes 11.5" axle, 9900-lb GVWR, clearance light delete.) Standard on Quad Cab Short Box models; optional on Mega Cab and Quad Cab Long Box Models. N/A on Regular Cab Long Box models

•/O •/O O •/O •/O

SNOW CHIEF PLOW PACKAGE — 2500 4x4 Regular and Quad Cab models only. Includes unique box side refl ective decal, 160-amp alternator, transfer case skid plate, 750-amp battery, antispin rear axle, cab clearance lamps, LT245/70R17E tires, SXT and SLT receive vinyl fl ooring. Must have gas engine

O O O O

TRAILER TOW GROUP — Class IV hitch receiver, 7-pin wiring harness and 750-amp battery (standard on 2500/3500 Mega Cab)

O O O/• O/• • O/•

TRX GROUP — 265/70R17 OWL on/off-road tires, and unique TRX decal (only on 4x2 models; N/A on Quad Cab long box models)

O

TRX4 OFF-ROAD GROUP — Includes antispin differential, tow hooks, skid plates for t-case and front suspension, TRX4 Off-Road decal, fog lamps, SIRIUS Satellite Radio, 265/70R17 OWL on/off-road tires, (fuel tank skid plate for 2500 models) (only on 4x4 models; N/A on Quad Cab long box models)

O

With Chrysler Financial, you can get great finance options, competitive rates and flexible payment plans. Learn more about your financing benefits and even submit a credit application at chryslerfinancial.com.

With the Dodge Rewards Visa credit card, you earn points for every purchase you make which can be redeemed for anything at your Chrysler, Jeep or Dodge dealership — all with no annual fee! Visit dodgecreditcard.com for more information on how to apply!

The only insurance guaranteed to repair your vehicle using Authentic Dodge Collision Repair Parts by Mopar for as long as you own your Dodge vehicle, and up to $100 off your deductible when those repairs are done at a Dodge dealership — all at rates that are tough to beat. For a free quote, visit www.dodgeautoinsurance.com or call 800-836-1598 and mention keycode QL9XXX.

If your business relies on vehicles, Dodge BusinessLink can save you time, money and hassles. For more, log on to dodge.com/businesslink or call us toll-free at 877-2THE LINK (877-284-3546).

Enhance your Dodge Ram with Authentic Dodge Accessories by Mopar. They’re designed specifically for your vehicle, for exceptional fit, finish and performance. Visit your dealership or mopar.com.

The Dodge Goods catalog is a handpicked collection of items bearing the powerful Dodge name — from Motorsports apparel and collectible die-cast models to the latest in work and ranch wear. It’s all found at dodge.com/goods.Call 877-789-DODGE (3634) for a free catalog.

Your Dodge Truck is one of the most capable vehicles on the road. Why not protect your investment with a Chrysler LLC Service Contract or Maintenance Plan? For more information, see your Dodge dealer, call 1-800-442-2666 or visit servicecontracts.chrysler.com.

SIRIUS Satellite Radio delivers over 130 channels including 100% commercial-free music, sports, news, talk, entertainment, traffic and weather. Factory-installed SIRIUS Satellite Radio includes a one-year subscription. For more information, go to sirius.com.

∞Infinity Sound Systems is a high-quality global audio brand, providing musical accuracy and legendary speaker innovation. An industry leader in Audio Technology, Performance, and Design.

The 2008 Ram includes a Lifetime Powertrain Limited Warranty. No deductible. Non-Transferable. Not available on SRT, diesel vehicles, and certain fl eet vehicles. See dealer for a copy of limited warranty and details.

3/36 BASIC LIMITED WARRANTYAll Dodge vehicles are covered by the Chrysler 3-year/36,000-mile Basic Limited Warranty. See dealer for a copy of this limited warranty. Excludes normal maintenance and wear items.

5/100 DIESEL ENGINE WARRANTYThe Turbo Diesel engine for Dodge Ram is protected by a separate Diesel Engine Limited Warranty, covering the engine for 5 years or 100,000 miles, whichever comes first. See your Dodge dealer for complete details.

About this catalog: Since the time of printing, some of the information you’ll fi nd in this catalog may have been updated. Ask your dealer for details. Some of the equipment shown or described throughout this catalog is available at extra cost. Specifi cations, descriptions, illustrative materials, and all competitive comparisons contained herein are as accurate as known at the time this publication was approved for printing. Chrysler LLC. reserves the right to discontinue models at any time or change specif ications without notice or without incurring obligation. All options are required in combination with other options. For the price of the model with the equipment you desire, or verifi cation of specifi cations contained here, see your Dodge dealer. Dodge, Quad Cab, Mega Cab, Power Wagon, Magnum, HEMI, TRX, TRX4 and TRX4 Off-Road, Mopar, MyGIG, EVS, EVS II, AutoStick, UConnect, ParkSense, HEMI, Sentry Key, and VES are registered trademarks of Chrysler LLC. DVD Rear Seat Video and Chill Zone are trademarks of Chrysler LLC. iPod and the iPod design are registered trademarks of Apple Computers Inc. “SIRIUS” and the SIRIUS dog logo are registered trademarks of SIRIUS Satellite Radio Inc. All other trademarks, service marks and logos are the property of their respective owners. For full terms and conditions, visit sirius.com. Prices and programing are subject to change. Not available in AK and HI. Insurance is underwritten by member companies of American International Group, Inc. YES Essentials is a registered trademark of Milliken & Company. Bluetooth is a registered trademark of Bluetooth SIG Inc.

dodge.com >> 800-4ADODGE

• = Included. O = Optional. P = Available within package noted in parenthesis. L = Fleet Option.

2:16-cv-14024-TGB-RSW Doc # 1-25 Filed 11/14/16 Pg 37 of 37 Pg ID 1231

EXHIBIT 25

2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 1 of 16 Pg ID 1232

DODGE RAM 2500/3500 HEAVY DUTY09

2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 2 of 16 Pg ID 1233

WHEN IT COMES TO HEAVY-DUTY WORK TRUCKS KNOWN FOR

LEGENDARY DURABILITY AND UNCOMPROMISING RELIABILITY, ONLY THE

RAM 2500/3500 HEAVY DUTY MODELS ARE BUILT TO CARRY IT ALL:

TOOLS, CARGO, UPFITS, AND PEOPLE. ABOVE ALL, THEY CARRY THAT

REPUTATION FOR QUALITY FEW CAN MATCH. DODGE RAM 2500/3500

HEAVY DUTY. THIS IS HOW THE JOB GETS DONE.

2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 3 of 16 Pg ID 1234

1) Ram 2500 Regular Cab SLT in Bright Silver Metallic 2) 3500 Chassis Cab SLT Dually in Flame Red with Dump Body Upfit 3) Ram 2500 Quad Cab® Big Horn in Brilliant Black Crystal Pearl 4) 3500 Quad Cab Laramie Dually with the 6.7-liter Cummins® Turbo Diesel in Bright Silver Metallic suited up with Diamond Plate Toolbox and Premium Side Steps — Authentic Dodge Accessories by Mopar 5) 2500 Mega Cab® Laramie with the available 6.7-liter Cummins® Turbo Diesel in Inferno Red Crystal Pearl 6) Power Wagon® in Flame Red.

One of the toughest tasks in the world would be to find a family of heavy-duty workers to rival the range offered by Ram Heavy Duty. Get the full download at dodge.com/ram_hd

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2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 4 of 16 Pg ID 1235

MEET THE POWERTRAINS THAT POWER THE INDUSTRY. START WITH THE LEGENDARY 5.7-LITER HEMI® V8, WHERE ONGOING IMPROVEMENTS JUST KEEP COMING. BULLETPROOF TRANSMISSIONS COMPLETE THE PICTURE.

HISTORY AND LEGEND TEAM UP FOR TOMORROW’S ENGINEERING. The most recent iteration of the legendary 5.7-liter HEMI® V8 for Ram Heavy Duty pickups now features Variable Valve Timing (VVT), for outstanding fuel management and performance across the board. Additional features that make the HEMI V8 the ideal choice when only a gas engine will do the job:

MORE POWER. New cylinder heads on the redesigned HEMI V8 now feature high-flow ports, larger valves and increased compression ratio; results are measured directly in performance — with no compromise in fuel use. It’s all about the engineering: The characteristic hemispherical cylinder heads are what give the legendary 5.7-liter HEMI V8 such clout in the world of trucks — and now this world-famous engine is better than ever.

MORE TORQUE. New for the 5.7-liter HEMI V8 is Variable Valve Timing (VVT), a technology so sophisticated in the field, it’s utilized on Formula One race cars. VVT offers increased engine breathing throughout the rpm range by varying the degree that valves open and close in conjunction with piston position. The advantages are seen across the board: better performance, more efficient operation, and measurable increased torque for towing and hauling demands.

MORE EFFICIENCY. The new short runner valve (SRV) active intake manifold: Here, air intake flow is more efficiently controlled by changing port length based on engine rpm. At low speeds, the manifold uses a longer port path for abundant low-end torque; at higher speeds, the manifold uses a short port; air moves faster to the combustion chamber. The SRV manifold contributes to more power and torque — again, without sacrificing fuel economy.

DRIVING THE OTHER HALF OF THE DRIVETRAIN: THE RAM TRANSMISSIONS.

1 6-SPEED AUTOMATIC. For Ram 2500 and 3500 Heavy Duty pickups with available Cummins® 6.7-liter Turbo Diesel. Here’s quality measured in durability. The 6-speed with Electronic Range Select works in concert with the factory-installed engine exhaust brake, giving outstanding driver control of rpm and speed — a valuable advantage when decelerating downhill.

2 6-SPEED MANUAL. This heavy-duty transmission is standard on all Ram Heavy Duty pickups equipped with the 6.7-liter Cummins Turbo Diesel. The ultralow first gear ratio — as low as 6.29:1 — is ideal for heavier hauling.

3 5-SPEED 545RFE AUTOMATIC. Standard on 2500 pickups with the 5.7-liter HEMI V8. A specialized fifth gear — available as an additional overdrive ratio — helps provide increased fuel economy and reduced engine noise at highway speeds. (The fifth gear ratio is 0.67:1 — a 16 percent reduction in engine rpm relative to the fourth gear 0.75:1 ratio.)

3

1

2

No deductible. See dealer for a copy of Limited Warranty details. Non-Transferable. Not available on SRT,® diesel vehicles, Sprinter, Ram Chassis Cab, Hybrid System components (including transmission), and certain fleet vehicles. No dSpri

POWERTRAIN/FRAME

2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 5 of 16 Pg ID 1236

THE INCREDIBLE CUMMINS 6.7-LITER TURBO DIESEL. SO POWERFUL, IT DROPS THE COMPETITION WITH A ONE-TWO-THREE PUNCH OF 650* LB-FT OF TORQUE, 350 HORSEPOWER, AND SQUEAKY-CLEAN EMISSIONS.

THE CUMMINS® 6.7-LITER TURBO DIESEL: A CLEAN BREAK FROM OTHER DIESELS. Cummins and Dodge Ram form a team that results in outstanding reliability. Used in Ram 2500 up to Ram 5500 Chassis Cabs, the Cummins has total capability with 650 lb-ft* of torque and best-in-class low-end torque.† But a history that starts with powering more than 1.6 million Dodge Rams also addresses the future. The Cummins 6.7-liter now ranks among the cleanest of any full-size pickup diesel engine. Emissions are so low, they currently meet 2010 emissions regulations. For more, visit dodge.com/ram_hd *Requires automatic transmission. †Below 1,500 rpm.

1 DURABILITY AND LONGEVITY BY DESIGN. A cast-iron head, hardened nickel-cobalt steel exhaust valve seats, gallery-cooled pistons: The materials and cooling mechanisms are designed to come together to offer decades of use.

2 FUEL INJECTION AT THE SPEED OF LIGHTNING. Electronic solenoid injectors are capable of multiple injections per cycle at pressures up to 23,000 psi. Result? Precise noise and emissions control with maximum performance.

3 EXHAUST BRAKE: RIGHT FROM THE GET-GO. It’s factory-installed, ensuring quality. The engine brake contributes to longer brake life, faster cab warm-up, and greater vehicle control.

4 LEAN, MEAN — AND VERY CLEAN. Fewer moving parts than comparable gas engines reduces complexity — and consequent costs. And this Cummins is super-clean, making it the cleanest full-size pickup diesel out there.

5 ULTRA-COOL PERFORMANCE. The gallery-cooled pistons receive a constant stream of oil for cooler operation — while the oil itself is simultaneously cooled by a system of constantly circulating water.

6 SUPER-STRONG CONNECTING RODS. Heavy-duty commercial-grade connecting rods are forged from a single mold — a process that adds to strength — and then fracture-split, for exacting tolerances.

7 BUILT-IN ECONOMIES. The focus on longevity translates into reduced costs-over-lifetime. The hardened nickel-chromium exhaust valves also contribute to long life-to-overhaul range.

8 VARIABLE GEOMETRY TURBOCHARGER (VGT). Highly sophisticated, the VGT here differs radically from Ford and GM engineering — which both place the turbo on top of the engine. Side-mounting of the turbocharger on this inline six-cylinder simplifies the design and helps alleviate under-the-hood heat buildup that can occur with V8 engines.

9 LARGE PISTON BOWL HELPS KEEP THINGS CLEAN. The large piston bowl is another engineering technique used to ensure good power and clean emissions.

PLUS. The common-rail architecture plus sophisticated electronics equals significant advantages: multiple injection pulses and independent control of injection pressures. The result is noticeably quieter operation and outstanding cold starting capability — down to -20° F, unaided.

With fuel properties and emissions standards rapidly changing, the fuel filter offers higher efficiency — along with the capability to handle ultralow sulfur diesel (ULSD).

The Limited Warranty coverage is for 5 years or 100,000 miles. See your Dodge dealer for a copy.

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YOU WORK HARD, YOU PLAY HARD ... BUT WHEN IT COMES TO THE TRUCKS THAT LET YOU DO IT ALL, IT REQUIRES HARDLY A THOUGHT: FROM EXTERIOR LOOKS TO INTERIOR COMFORT TO OVERALL CAPABILITY, RAM 2500 AND 3500 HEAVY DUTY PICKUPS MAKE IT ALL EASY.

Ram 3500 Quad Cab® Big Horn 4x4 SRW with 6.7-liter Cummins® Turbo Diesel, shown in two-tone finish of Inferno Red Crystal Pearl and Light Khaki Metallic.2500/3500 RAM HEAVY DUTY

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A STEP ABOVE: RAM 2500 AND 3500 PICKUPS. When the job requirements are above the

norm, go with the heavy-duty pickups that leave others behind. The Ram family of 2500

and 3500 pickups are working studies for capability and durability.

1 GO WITH THE TOW – OR THE PLOW. Left, 3500 Quad Cab® with Cummins® churns out

350 hp, 650* lb-ft of torque, and easily handles jobs – and crafts. Right, 2500 Quad Cab

offers front GAWR of 5,200 pounds – far exceeding snowplow requirements.

2 THE UNIVERSE OF uconnect. Heavy-duty convenience at work. Systems include available

phone synching and SIRIUS®† Satellite Radio.‡ And uconnect web, an Authentic Dodge Accessory

by Mopar, turns your vehicle into a WiFi Hotspot. Subscription required, sold separately.

3 HEAVY-DUTY COMFORT. Space and comfort with every mile: This is an interior you can

live with.

4 EVEN THE FABRICS WORK HERE. Ram cloth interiors feature Stain Repel seat fabric,

resistant to stains, odors and static. Liquids bead for easy cleanup.*Requires automatic transmission. †“SIRIUS,” the SIRIUS dog logo, “SIRIUS Backseat TV” and related marks are trademarks of SIRIUS Satellite Radio Inc. All other trademarks, service marks and logos are the property of their respective owners. All rights reserved. Pricing and programming content are subject to change. Not available in Alaska and Hawaii. For full Terms & Conditions, visit SIRIUS.com. ‡One-year subscription included.

2500/3500 RAM HEAVY DUTY

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PUT A GIANT TO WORK: RAM MEGA CAB. With the world’s biggest cab,* it’s made for big jobs and big workers. Standard on 2500 models is the 5.7-liter HEMI® V8 with VVT, or available Cummins® 6.7-liter Turbo Diesel, which is standard on all Ram 3500 pickup models. Capability is just as large: payload of one-and- a-half tons, while towing peaks at 16,700 lb.† (3500 SRW 4x4 with Cummins Turbo Diesel and available 6-speed automatic transmission). *Based on full-size crew cab

pickups. †When properly equipped.

1 THE WORLD’S LARGEST CAB* ROOM. Carry six large workers, with comfort to accommodate all. Rear leg and shoulder room are exceptional.

2 FOLD-FLAT CARGO SPACE. Fold the seats for an instant best-in-class* cargo area: 9.5 extra cubic feet behind the rear seats you won’t find elsewhere.

3 60/40 VISION. Rear seats offer built-in armrests, recline 37 degrees from the vertical, and split 60/40 for convenience.

FROM THE OUTSTANDING EQUIPMENT LEVEL OF RAM POWER WAGON® TO THE SPACIOUSNESS OF A RAM 3500 MEGA CAB® DUALLY, THIS IS THE FAMILY YOU NEED WHEN ONLY THE BEST WILL DO: 2009 RAM HEAVY DUTY.

Ram Mega Cab® 3500 Laramie Dually in Brilliant Black Crystal Pearl, shown with Chrome Tubular Side Steps, Gooseneck Hitch and

Trailering Accessories, all Authentic Dodge Accessories by Mopar.

1 2

3

MEGA CAB

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POWER WAGON. AWARD-WINNING CAPABILITY. This

2008 Ram climbed away with two of Four Wheeler’s

2008 annual “10 Best Buys in Four-Wheel Drive”

awards: Full-size Pickup ¾ Ton; Best 4x4 System.

1 ONLY BILSTEIN® WILL DO. The gas-charged monotube

shock absorber design sets the standard for the country.

2 WARN® WINCH. The factory-installed Warn winch

excels, with a stunning 12,000-lb capacity.

3 FRONT STABILIZER BAR. Also known as a “sway” bar,

the Power Wagon stabilizer bar electronically disconnects,

giving you an additional nine inches of articulation.

Ram Power Wagon® Quad Cab® in Flame Red. For more on Power Wagon, click over to dodge.com/ram_hd

1 2 3

POWER WAGON

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THEY’RE MADE TO BE REMADE WITH THE UPFIT THAT MAKES YOUR BUSINESS FLY. THEY OFFER UNCOMMON CAPABILITY ON THE JOB, AND OUTSTANDING RELIABILITY WHILE GETTING THERE AND BACK. MEET THE 2009 RAM 3500 CHASSIS CABS.

Ram 3500 Chassis Cab, Quad Cab® Dually in Flame Red, shown with aftermarket hydraulic Dump Body upfit.

3500 CHASSIS CAB

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3500 CHASSIS CAB

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RAM 3500 CHASSIS CAB. BUILT TO BE BUILT UPON. It now

features a more powerful standard 5.7-liter HEMI® V8 with

Variable Valve Timing (VVT) that generates 383 hp and 400

lb-ft of torque. Available is the legendary 6.7-liter Cummins®

Turbo Diesel with 305 hp and 610 lb-ft of torque, and a

standard diesel exhaust brake. This, along with larger

brake rotors than Ford* or GM conventional Class 3 Chassis

Cabs helps stop your truck confidently and efficiently. The

standard 52-gallon fuel tank helps reduce time between

fill-ups and is larger than the standard tanks on both Ford*

and GM Class 3 Chassis Cabs. An unsurpassed 50,000 psi

frame steel strength rounds out the list of superlatives that

is all about earning respect on the job.

THE HANDLE ON HYDRAULICS. With Ram 3500 Chassis

Cab, capability comes to the fore: This frame is tough

enough to handle heavy hydraulic systems and the

enormous cargo they carry, day after day. Power Take Off

(PTO) capacity on the 6-speed AISIN automatic is 35 hp

and 135 lb-ft of torque.

1 STAKE YOUR REPUTATION ON IT. Stake beds are

crucial for agriculture and farming; this 3500 Chassis

Cab Dually eats work for breakfast.

2 IT JUST FLAT-OUT WORKS. The proof is in the putting it

to work: The GVWR of this 3500 Dually, shown with

aftermarket flat bed, accommodates up to 12,500 pounds.

Towing capability and GCWR on Ram 3500 Chassis Cab

prove strong; it’s rated up to a commanding 17,500

pounds and 24,000 pounds respectively.

* Based on 2008 information.

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2009 DODGE RAM BUYER’S GUIDE

FEATURES COMMON ACROSS ALL TRIM LEVELS

AIR BAGS[1] — Next Generation multistage front

ASSIST HANDLE — Passenger-side (CSP)

BADGING — 4x4 (on 4x4 models only)

— Ram’s Head — Not available with pickup box delete

CIGAR LIGHTER

CLUSTER — Instrument, with tachometer and 120-mph speedometer

HEADLAMPS — Halogen

INSULATION — Dash liner

— Floor tunnel

MONOTONE PAINT

POWER ACCESSORY DELAY

RADIO — AM/FM stereo radio with CD player and 4 speakers

SEAT BELTS — Front, height-adjustable shoulder

SENTRY KEY® ANTITHEFT ENGINE IMMOBILIZER

SHOCK ABSORBERS — Front, heavy-duty

— Rear, heavy-duty

STORAGE — Front, behind seat (Regular Cab only)

— Rear, underseat compartment (Quad Cab® models only)

TAILGATE — Removable

TIP START — Included with all automatic transmissions

TIRE PRESSURE MONITOR (2500 models only)

TIRES — Spare, full-size

TURN SIGNAL — Three-blink lane-change feature

WHEELS — 17"x7.0" steel spare

WINCH — Spare tire carrier

WINDSHIELD WIPERS — Variable-intermittent

(1) Always sit properly in the seat with the seat belt fastened. Children 12 and under should always be in a backseat correctly using an infant or child restraint system or the seat belt positioned correctly for the child’s age and weight.

(2) Not compatible with all garage door openers. See your retailer for details.(3) One-year subscription included. Not available in AK and HI.(4) Always use seat belts. Children 12 and under should always be in a backseat using an infant or child restraint system,

or the seat belt positioned correctly for the child’s age and size.

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ENGINE/TRANSMISSION

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PACKAGE DESIGNATIONS A B F G P H

EXTERIOR FEATURES (CONTINUED)5.7L HEMI® V8 5-SPEED AUTOMATIC (2500 only) 26A 26B 26F 26G 26P 26H6.7L CUMMINS® TURBO DIESEL I-6/6-SPEED MANUAL 2EA 2EB 2EF 2EG 2EH6.7L CUMMINS TURBO DIESEL I-6/6-SPEED AUTOMATIC 2FA 2FB 2FF 2FG 2FH

MECHANICAL FEATURESALTERNATOR

— 136-amp— 160-amp (included in Heavy-Duty Snowplow

Prep Group)P P P P P

AXLES — Antispin rear differential (included with TRX4® Off-Road

Group)O O/P O O O

— Electronically locking front and rear differentials (Power Wagon only)

— 3.42 ratio (requires diesel)— 3.73 ratio— 4.10 ratio O O O O O — 4.56 ratio (2500 Power Wagon only)

BATTERY — 750-amp (included in Trailer Tow, Snow Chief and Heavy-Duty Snowplow Prep Groups; two (2) standard with diesel engine

P P P P P

DIESEL EXHAUST BRAKE — Standard with 6.7L Cummins onlyENGINE BLOCK HEATER O O O O O O

— 34-gallon (standard on short box models)— 35-gallon (long box only)

STABILIZER BAR — Front — Front, electronically disconnecting

STEERING — Power, rack-and-pinion (N/A for 4x4 models)— Power, recirculating ball (standard on 4x4 models only)

TRANSFER CASE — Manual, part-time (4x4 models)— Electric shift (4x4 models)

WINCH — Front electric (12,000-lb capacity)

EXTERIOR FEATURESBEDLINER — Box, under-rail O O O O OBUMPERS

— Front, dark gray— Rear, dark gray— Front, chrome— Rear, chrome— Body-color, rear (included with Sport Appearance Group) P

FASCIA — Front, body-color with chrome insert— Front, upper dark gray— Front, body-color (included with Sport Appearance Group) P— Front, upper body-color

FOG LAMPS — (Included with Sport Appearance and TRX4 Off-Road Groups)

PO/P

GRILLE — Chrome surround, black billet grille— Chrome surround, chrome billet grille (Quad Cab only)— Dark gray surround, black billet grille— Body-color surround, chrome billet grille (included with

Sport Appearance Group)P

LAMPS — Clearance (optional on 3500 SRW, standard on 3500 DRW)MIRRORS, EXTERIOR

— Manual, 6"x9," black— Power, heated, folding 6"x9," black (included with Power

Accessory and Power and Remote Entry Groups)P

— Manual, 7"x10" trailer-tow, black O— Power, heated, 7"x10" trailer-tow, black O O O O O

MOLDINGS — Lower bodyside, black

O O O O

— Lower bodyside, chrome OPAINT — Two-tone lower break, lower color is Light Khaki Metallic

O O O

PICKUP BOX DELETE O O O OPOWER RETRACTABLE RUNNING BOARDS (2500 Quad Cab short/long box only)

O O O O

SHIELD — Front hood protection O O O O OSKID PLATE

— Transfer case (4x4 only) (included in Protection and TRX4 Off-Road Groups, Heavy-Duty Snowplow Prep and Snow Chief Groups)

P P P P P

— Fuel tank (included with TRX4 Off Road Group) PTIRES

— LT245/70R17E BSW all-season (2500 only)— LT245/70R17E BSW on-/off-road included with

Popular Equipment and Snow Chief Groups (2500 only)P P P

— LT265/70R17E OWL all-terrain (4x4 Mega Cab only)— LT285/70R17D BSW on-/off-road (Power Wagon only)— LT265/70R17E BSW all-season (Mega Cab 4x2 and

2500/3500 models) (included with Single Rear Wheel Group on 3500)

P

— LT265/70R17E OWL on-/off-road (included with Sport Appearance, TRX, TRX4 and TRX4 Off-Road Groups)

O O/P O O/P O

— LT235/80R17E BSW all-season (3500 DRW only) (N/A on Quad Cab SB)

— LT235/80R17E BSW on-/off-road (3500 DRW 4x4 only) O— LT235/80R17E OWL on-/off-road (3500 DRW only) (N/A

on Quad Cab SB)O O O O

TOW HOOKS — (included in Protection and Off-Road Groups. Standard on all models with diesel engine)

O/P O/P O/P O/P O/P

WHEEL WELL FLARESWHEELS

— 17"x7.5" styled steel (included with Single Rear Wheel Group on 3500 ST)

— 17"x8.0" forged-aluminum— 17"x8.0" steel chrome-clad (included with Single Rear

Wheel Group on 3500)— 17"x8.0" chrome-clad aluminum (included with Sport

Appearance Group)P

— 17"x8.0" polished forged-aluminum (included with Single Rear Wheel Group on 3500)

— 17"x6.0" steel with argent wheel skin (3500 DRW only)— 17"x6.0" steel with chrome wheel skin (3500 DRW only)

INTERIOR FEATURESAIR CONDITIONING — Dual zone temperature control (included with *VL on Power Wagon)

P

CONSOLE — Overhead, with trip computer— Overhead, with trip computer and HomeLink®[2]

(included in Light and Popular Equipment Groups)P P P

DEFROSTER — Rear window O O O ODOOR LOCKS — Power (included in Power Accessory and Power and Remote Entry Groups)

P

ELECTRONIC VEHICLE INFORMATION CENTER (EVIC) — Packaged with 6.7L diesel)

P P P P

FLOOR COVERING — Carpet

O

— Heavy-duty vinyl (optional on SLT Regular and Quad Cab®)

O

FLOOR MATS — Front and rear, carpeted (Quad and Mega Cab; included

with carpet on ST models)O

— Front, carpeted (Regular Cab; included with carpet on ST models)

O

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PACKAGE DESIGNATIONS A B F G P H

INTERIOR FEATURES (CONTINUED)

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PACKAGE DESIGNATIONS A B F G P H

SAFETY AND SECURITY AIR BAGS — Supplemental side-curtain[4] O O O O O OBRAKES — Power-assisted 4-wheel antilock disc REMOTE KEYLESS ENTRY — Power door locks, illuminated entry system, panic alarm, with 2 transmitters (included with Power and Remote Entry Group [fleet only package])

P

REMOTE START — Requires automatic O OSECURITY ALARM — (Included with Popular Equipment) O/P O/P

ACCESSORY OPTION PACKAGESCHROME EDITION GROUP — Includes chrome exhaust tip, chrome fuel filler door, chrome tubular side steps and rear wheel well liners

O O O O

CHROME TUBULAR SIDE STEPS O O O O O OHEAVY-DUTY SNOWPLOW PREP GROUP — 2500/3500 Regular and Quad Cab models only. Includes transfer case skid plate, 160-amp alternator and 750-amp battery (with HEMI V8 only) (requires Trailer Tow Group)

O O O O

PACKAGE GROUPSLIGHT GROUP — Includes dome lamp, glove box lamp, cup holder lamp, ashtray lamp, underhood lamp, illuminated vanity mirrors, auto day/night mirror (optional with Sport Group only)

O/P O/P

POPULAR EQUIPMENT GROUP — Includes *P9 seats and speed control (on A Package), (for G and P Packages) includes *M9 seats, overhead console with trip computer and HomeLink,®(2) security alarm, sun visors with illuminated mirrors, rearview auto-dimming mirror, glove box/ashtray and underhood lamps, front dome lamps, 7 Premium speakers, leather-wrapped steering wheel with remote mounted audio controls

O O O

PROTECTION GROUP — 4x4 models only (includes tow hooks and skid plates)

O O O O O

SINGLE REAR WHEEL GROUP — 3500 HD only. (Includes 11.5" axle, 9900-lb GVWR, clearance light delete) standard on Quad Cab Short Box models; optional on Mega Cab and Quad Cab long box models. N/A on Regular Cab long box models

O

SNOW CHIEF PLOW PACKAGE — 2500 4x4 Regular and Quad Cab models only. Includes unique box side reflective decal, 160-amp alternator, transfer case skid plate, 750-amp battery, antispin rear axle, cab clearance lamps, LT245/70R17E tires, SXT and SLT receive vinyl flooring. Requires gas engine

O O O O

TRAILER TOW GROUP — Class IV hitch receiver, 7-pin wiring harness and 750-amp battery (standard on 2500/3500 Mega Cab) Additional Dodge Towing Accessories may be required

O O

TRX GROUP — 265/70R17 OWL on-/off-road tires, and unique TRX decal (only on 4x2 models; N/A on Quad Cab long box models)

O

TRX4 GROUP — 265/70R17 OWL on-/off-road tires, and unique TRX4 decal (only on 4x4 models; N/A on Quad Cab long box models)

O

TRX4 OFF-ROAD GROUP — Includes antispin differential, tow hooks, skid plates for transfer case and front suspension, TRX4 Off-Road decal, fog lamps, SIRIUS® Satellite Radio,(3) 265/70R17 OWL on-/off-road tires, (fuel tank skid plate for 2500 models) (only on 4x4 models; N/A on Quad Cab long box models)

O

HOMELINK® UNIVERSAL TRANSCEIVER[2] — Programmable 3-function remote control for garage door openers, home lighting or security devices (included in CV2 overhead console)LOAD FLOOR — Rear fold-flat (Quad only ) — requires *M9 trim (included with *AJ and all leather-trimmed seats)

O/P P P

MIRRORS, INTERIOR — Auto-dimming rearview day/ night (included in Light Group, Popular Equipment Group and uconnect)

O/P O/P O

PEDALS — Power adjustable O O OSEATS

— 6-way power driver (included with *M9, *AJ, and *CJ seats)P P P

— Power, driver and front passenger (2500/ 3500 Quad Cab and Mega Cab; included with *VL on Power Wagon Quad Cab)

P

— Heated, driver and front-passenger (included with *CJ & *VL on Power Wagon)

P P

— Vinyl 40/20/40 split-bench front seat folding center armrest (Quad Cab models include folding rear bench seat trimmed in vinyl)

— Cloth-trimmed 40/20/40 split-bench front seat with folding center armrest/business console

— Leather-trimmed 40/20/40 split-bench front seat featuring fold-flat load floor and folding center armrest/business console (Quad Cab models include 60/40 split-folding rear bench seat trimmed in vinyl)

O

— Cloth-trimmed low-back bucket seats fixed center console and rear fold-flat load floor. Included with Sport Appearance Group. (Quad Cab models include 60/40 split-folding rear bench seat trimmed in cloth; must have automatic transmission)

O/P

— Leather-trimmed low-back bucket seats fixed center console, and rear fold-flat load floor (Quad Cab models include 60/40 split-folding rear bench seat trimmed in vinyl)

O

— Leather-trimmed low-back bucket seats with adjustable head restraints, driver and front-passenger recliners, fixed center console and rear fold-flat load floor (Quad Cab models include 60/40 split-folding rear bench seat trimmed in vinyl)

O

SPEED CONTROL — (Included with HEMI V8 engine; included with Popular Equipment Group)

P

STEERING WHEEL — Leather-wrapped (included with leather seats *VL, Popular Equipment Group and Sport Appearance Group)

P P

SUNROOF — Power (Quad Cab and Mega Cab models only) O O OWINDOWS

— Power, front (and rear on Quad Cab) with driver’s one-touch down (included with Power Accessory and Power Remote Entry Groups)

P

— Rear back light, sliding (N/A with rear defroster) O O— Rear back light, power-sliding (Quad Cab and Mega Cab

only) (not available with rear defroster)

ENTERTAINMENT SYSTEMSDVD VIDEO ENTERTAINMENT SYSTEM (VES®) — (N/A with sunroof on Quad Cab; N/A on Regular Cab)

O O O

RADIO — AM/FM/MP3 stereo radio with 6-disc in-dash CD

changer and 7 Premium speakersO O O

— AM/FM/MP3 stereo radio with in-dash 6-disc CD changer, integrated DVD-based GPS Navigation System with 5.8" display screen includes Premium speakers

O/P O O

— SIRIUS® Satellite Radio[3] included with TRX4 Off-Road Group

O O/P O

— uconnect phone, includes auto-dimming rearview mirror O/P ORADIO CONTROLS — Steering wheel-mounted (Requires radio RAQ, REC, with leather-wrapped steering wheel) (included with Popular Equipment Group, packaged with 7 Premium speakers)

P P P

The 2009 Ram includes a Lifetime Powertrain Limited Warranty. No deductible. See dealer for a copy of Limited Warranty details. Non-Transferable. Not available on SRT,® diesel vehicles, Sprinter, Ram Chassis Cab, Hybrid System components (including transmission), and certain fleet vehicles.

Chrysler Financial, and its partners, deliver Chrysler, Jeep® and Dodge customers a personal, worry-free automotive financing experience. Offerings include competitive rates, fast approvals, flexible terms and unparalleled personalized service. Visit your Dodge BUSINESSLINK dealers for details.

The only insurance guaranteed to repair your vehicle using Authentic Dodge Collision Repair Parts by Mopar for as long as you own your Dodge vehicle, and up to $100 off your deductible when those repairs are done at a Dodge dealership — all at rates that are tough to beat. For a free quote, visit dodgeautoinsurance.com or call 800-836-1598 and mention keycode QL9XXX.

If your business relies on vehicles, Dodge BUSINESSLINK can save you time, money and hassles. For more, log on to dodge.com/businesslink or call us toll-free at 877-2THE LINK (877-284-3546).

Your Dodge Truck is one of the most capable vehicles on the road. Why not protect your investment with a Chrysler Service Contract or Maintenance Plan? For more information, see your Dodge dealer, call 1-800-442-2666 or visit servicecontracts.chrysler.com.

Enhance your Dodge Ram with Authentic Dodge Accessories by Mopar. They’re designed specifically for your vehicle, for exceptional fit, finish and performance. Visit your dealership or mopar.com.

This suite of integrated digital systems bundles entertainment, information, and communication. For more information, visit your dealer.

SIRIUS Satellite Radio delivers over 130 channels, including 100% commercial-free music, sports, news, talk, entertainment, traffic and weather. Factory installed SIRIUS Satellite Radio includes a one-year subscription. For more information go to SIRIUS.com.

Earn 5 points per dollar charged at your Dodge dealership and 1 point per dollar everywhere Visa® is accepted. Whether you’re saving points for your down payment or for your vehicle’s scheduled maintenance, it pays to be a Dodge Rewards Visa cardholder. For more information or to apply at any time, visit dodgecreditcard.com or call 800-478-6179.

The Dodge Goods catalog is a handpicked collection of items bearing the powerful Dodge name — from Motorsports apparel and collectible die-cast models to the latest in work and ranch wear. It’s all found at dodge.com/goods. Call 877-789-DODGE (3634) for a free catalog. The Dodge Rewards Visa credit card is issued by FIA Card Services, N.A.

Honoring Those Who Serve. Chrysler LLC proudly supports the members of the U.S. Armed Forces and their families.

3/36 BASIC LIMITED WARRANTYAll Dodge vehicles are covered by the Chrysler 3-year/36,000-mile Basic Limited Warranty. See dealer for a copy of this Limited Warranty. Excludes normal maintenance and wear items.

5/100 DIESEL ENGINE WARRANTYThe Turbo Diesel engine for Dodge Ram is protected by a separate Diesel Engine Limited Warranty, covering the engine for 5 years or 100,000 miles, whichever comes first. See your Dodge dealer for complete details.

About this catalog: Since the time of printing, some of the information you’ll find in this catalog may have been updated. Ask your dealer for details. Some of the equipment shown or described throughout this catalog is available at extra cost. Specifications, descriptions, illustrative materials, and all competitive comparisons contained herein are as accurate as known at the time this publication was approved for printing. Chrysler LLC reserves the right to discontinue models at any time or change specifications without notice or without incurring obligation. All options are required in combination with other options. For the price of the model with the equipment you desire, or verification of specifications contained here, see your Dodge dealer. Dodge, Quad Cab, Mega Cab, Power Wagon, Magnum, HEMI, TRX, TRX4 and TRX4 Off-Road, Mopar, uconnect, ParkSense, HEMI, Sentry Key, and VES are registered trademarks of Chrysler LLC. “SIRIUS,” the SIRIUS dog logo, “SIRIUS Backseat TV” and related marks are registered trademarks of SIRIUS Satellite Radio Inc. All other trademarks, service marks and logos are the property of their respective owners. All rights reserved. Prices and programming content are subject to change. Not available in Alaska and Hawaii. For full Terms & Conditions, visit SIRIUS.com. Insurance is underwritten by member companies of American International Group, Inc. N.A. Bluetooth is a registered trademark of Bluetooth SIG Inc. Warn is a registered trademark of Warn Industries, Inc. Cummins is a registered trademark of Cummins, Inc. The Dodge Rewards Visa credit card is issued by FIA Card Services, N.A.

dodge.com >> 800-4ADODGE

2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 14 of 16 Pg ID 1245

MAXIMUM LOADED TRAILER WEIGHT (LB)

2500 3500REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB

4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

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Engine Axle Ratio GCWR (lb)

5.7L HEMI V8

3.73 15,000 9,550 9,050 9,700 9,100 8,800 8,650 8,850 8,500

4.10 17,000 11,550 11,050 11,700 11,100 10,800 10,650 10,850 10,500

4.56 17,000 10,500

6.7L CumminsTurbo Diesel I-6

3.42 17,000 10,600 10,200 10,400 10,250 9,950 9,800 9,950 9,600 10,150 9,800 10,350 10,200/ 9,850[2] 10,000 9,900/

9,500[2] 10,050 9,700

3.73 20,000 13,600 13,200 13,400 13,250 12,950 12,800 12,950 12,600

4.10 20,000 13,600 13,200 13,400 13,250 12,950 12,800 12,950 12,600

3.73 21,000 14,150 13,800 14,350 14,200/ 13,850[2] 14,000 13,900/

13,500[2] 14,050 13,700

4.10 23,000 16,150 16,350 16,250/ 15,850[2] 16,050

4.10 24,000 16,800 17,000 16,900/ 16,500[2] 16,700

[1] Dual Rear Wheel only. [2] Single Rear Wheel/Dual Rear Wheel.

2500 3500REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB

4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

MAN

UAL

TR

ANSM

ISSI

ON Engine Axle Ratio GCWR (lb)

6.7L CumminsTurbo Diesel I-6

3.42 19,000 12,500 12,100 12,300 12,200 11,850 11,700 11,850 11,550 12,100 11,700 12,300 12,150/ 11,750[2] 11,900 11,850/

11,450[2] 12,000 11,650

3.73 20,000 13,500 13,100 13,300 13,200 12,850 12,700 12,850 12,550

3.73 21,000 14,100 13,700 14,300 14,150/ 13,750[2] 13,900 13,750/

13,400[2] 14,000 13,650

Maximum towing capacities shown with properly equipped vehicle and a 150-lb driver. Options, equipment, cargo and passengers must be deducted. For more information, see your Dodge dealer.

MAXIMUM PAYLOAD CAPACITIES 2500 3500REGULAR CAB QUAD CAB® MEGA CAB® REGULAR CAB QUAD CAB MEGA CAB

4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

AUTO

MAT

IC

TRAN

SMIS

SIO

N

Engine GVWR

5.7L HEMI® V8

8,510 2,180

8,650 3,350 2,870

8,800 3,650 3,070 2,750 2,590 2,820 2,450

6.7L Cummins® Turbo Diesel I-6

9,000 2,740 2,330 2,530 2,400 2,080 1,940 2,080 1,760

10,100[2] 3,620 3,450 3,230 3,160 3,310 2,970

10,500[1] 3,300 2,950

11,500[1] 4,820 4,480

12,200[1] 5,130 4,850

2500 3500REGULAR CAB QUAD CAB MEGA CAB REGULAR CAB QUAD CAB MEGA CAB

4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4 4x2 4x4 SB 4x2 LB 4x2 SB 4x4 LB 4x4 4x2 4x4

MAN

UAL

T

RAN

SMIS

SIO

N

Engine GVWR

6.7L Cummins Turbo Diesel I-6

9,000 2,670 2,260 2,450 2,330 2,020 1,860 2,010 1,690 10,100[2] 3,540 3,380 3,170 3,100 3,240 2,900 10,500[1] 3,230 2,880 11,500[1] 4,740 4,410 12,200[1] 5,070 4,780

[1] Dual Rear Wheel only. [2] Single Rear Wheel only.

2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 15 of 16 Pg ID 1246

When it comes to good looks and functionality, nothing

delivers like Authentic Dodge Accessories by Mopar.

Select Dodge Accessories for Ram Heavy Duty models include:

1 CHROME HONEYCOMB GRILLE. Make a statement right

up front. Grille will not adversely affect engine airflow or

impede the opening and closing of your Ram’s hood.

2 CHROME FRONT AIR DEFLECTOR. Helps deflect road

spray, dirt, and bugs up and away from your windshield.

3 CHROME FUEL FILLER DOOR. Add a bright complement

to your Ram with this stylish accessory.

4 CHROME TUBULAR SIDE STEPS. Steps feature black

molded end caps, slip-resistant step pads, and heavy-

duty, drill-free mounting brackets.

5 CHROME BODYSIDE MOLDINGS. Accent your Ram’s

strong body lines with these bright, bold moldings.

6 CLEARANCE RUNNING LIGHTS. Set of five production-style

lights are mounted on the roof to help increase your

truck’s visibility.

7 UNDER-THE-RAIL BEDLINER. Help protect your truck’s

bed floor and bed rails with this high-density polyethylene

Skid Resistor bedliner.

8 FIBERGLASS TONNEAU COVER. This hard body features

a resin-reinforced honeycomb design for durability and a

corrosion-resistant aluminum frame for added strength.

9 BED-MOUNT CARGO BASKET.* Basket is designed to

carry cargo above your truck bed and works in conjunction

with Pickup Box Utility Rails, Sport Utility Bars and cargo

net (all sold separately).

* Properly secure all cargo.

WHETHER YOU USE YOUR RAM HEAVY DUTY FOR WORK OR PLAY, GRAB EVERY COMFORT AND CONVENIENCE YOU CAN — WITH AUTHENTIC DODGE ACCESSORIES BY MOPAR.

7 8

Ram 2500 Mega Cab® shown in Brilliant Black Crystal Pearl. Get more info by following the Mopar links at dodge.com

Under-The-Rail Bedliner Fiberglass Tonneau Cover Bed-Mount Cargo Basket

987

2

6

1 3

5

4

2:16-cv-14024-TGB-RSW Doc # 1-26 Filed 11/14/16 Pg 16 of 16 Pg ID 1247